Embed Size (px)
Citation preview
i
UNITED REPUBLIC OF TANZANIA
PRESENT’S OFFICE
REGIONAL ADMINISTRATION AND LOCAL GOVERNMENT
KILWA DISTRICT COUNCIL
STRATEGIC PLAN FOR 2017/18 – 2021/2022
Prepared by:-
Kilwa Executive Directors Office P.O.BOX 160 KILWA MASOKO Tel No: 023- 2013241 Fax: 023_ 2013065 November, 2017
ii
TABLE OF CONTENTS
TABLE OF CONTENTS .......................................................................................................................... II
LIST OF ABBREVIATION ..................................................................................................................... VII
DEFINITION OF TERMS ...................................................................................................................... IX
STATEMENT OF THE CHAIRPERSON ........................................................................................................ XI
STATEMENT BY COUNCIL DIRECTOR ............................................................................................ XII
EXECUTIVE SUMMARY ...................................................................................................................... 14
1. CHAPTER ONE – INTRODUCTION. ............................................................................................ 15
1.1 BACKGROUND OF THE COUNCIL: ........................................................................................... 15
1.2 METHODOLOGY OF DEVELOPING THE PLAN: ..................................................................... 15
1.3 PURPOSE OF THE PLAN: ............................................................................................................. 15
2.0CHAPTER 2 – SITUATION ANALYSIS ......................................................................................... 17
2.1 COUNCIL PROFILES: ..................................................................................................................... 17
2.1.1 LOCATION .................................................................................................................................. 17
2.1.2 ADMINISTRATION .................................................................................................................... 17
TABLE 2. 1 ADMINISTRATIVE DIVISIONS ........................................................................................ 18
2.1.3 DEMOGRAPHY .......................................................................................................................... 23
2.1.4 CLIMATE ...................................................................................................................................... 24
TABLE 2.2: MAXIMUM AND MINIMUM TEMPERATURE ........................................................... 24
TABLE 2: 3 RELATIVE HUMIDITY ..................................................................................................... 24
TABLE 2.4: SUN SHINE HOURS ........................................................................................................ 24
TABLE 2.5: RELATIVE HUMIDITY ..................................................................................................... 24
2.1.5 VEGETATION .............................................................................................................................. 24
2.1.6 DRAINAGE PATTERN ...................................................................................................................... 25
2.1.7 SOILS............................................................................................................................................. 25
2.1.7.1 CAMBIC ARENOSOLS-SAND SOILS (MCHANGA).............................................................. 25
2.1.7.2 EUTRIC FLUVISALS-SAND LOAMS (TIFUTIFU OR NJACHA) .......................................... 25
2.1.7.3 ALLUVIAL SOILS – (DAWE) .................................................................................................... 25
2.1.7.4 CHROMIC CAMBISOLS-RED SANDY LOAMS (NGUNJA) ................................................ 26
2.1.7. 5 CHROMIC VERTISOLS – CLAY SOILS (WIWA) .................................................................. 26
2.1.7. 6 GREYIC SOLONCHAK – ALKALI AND SALINE SOILS (KAPA) ......................................... 26
2.1. 8 MARINE RESOURCES ............................................................................................................... 26
2.1.9 ECONOMIC INFRASTRUCTURES ............................................................................................ 27
2.1.9.1 TRANSPORT AND COMMUNICATION .............................................................................. 27
2.2 DISTRICT ECONOMY .................................................................................................................. 27
2.2.1 ECONOMIC SECTORS ............................................................................................................... 27
iii
2.2.2 AGRICULTURE ........................................................................................................................... 27
2.2.2.1 CONSTRAINTS TO AGRICULTURAL PRODUCTION ....................................................... 28
2.2.2.2 CROP MARKETS ..................................................................................................................... 28
2.2.2.3 IRRIGATION ........................................................................................................................... 28
2.2.3 LIVESTOCK ..................................................................................................................................... 28
2.2.3.1 LIVESTOCK POPULATION .................................................................................................... 28
2.2.3.2 LIVESTOCK INFRASTRUCTURE ........................................................................................... 28
2.2.4 FISHING .......................................................................................................................................... 29
2.2.5 TRADE/BUSINESS ........................................................................................................................... 29
2.2.6 WILDLIFE ..................................................................................................................................... 29
2.2.7 BEEKEEPING ................................................................................................................................... 29
2.2.8 TOURISM ....................................................................................................................................... 29
2.2.9 SOURCES OF INCOME TO THE COUNCIL ........................................................................................ 30
2.2.9.1 OWN SOURCE ............................................................................................................................. 30
2.2.9.2 GOVERNMENT SUPPORT .................................................................................................... 30
2.2.9.3 DEVELOPMENT PARTNERS SUPPORT ............................................................................... 31
2.2.9.4 GDP AND PER CAPITA GDP (GROSS DOMESTIC PRODUCT) ....................................... 31
2.3 SOCIAL SERVICES: ......................................................................................................................... 32
2.3.1 EDUCATION FACILITIES ........................................................................................................... 32
2.4 HEALTH FACILITIES ...................................................................................................................... 32
2.4.1 HEALTH SERVICES: .................................................................................................................... 32
TABLE 2.5 INVENTORY OF HOSPITAL, HEALTH CENTRES AND DISPENSARIES..................... 32
2.5 WATER DEPARTMENT ...................................................................................................................... 33
2.5.1 WATER AND SANITATION .............................................................................................................. 33
2.6 ECONOMIC INFRASTRUCTURE: ............................................................................................... 33
2.6.1 ROADS ............................................................................................................................................ 33
2.7 REVIEWS OF PREVIOUS STRATEGIC PLAN OF 2012/13- 2016/17......................................... 34
2.7.2 APPROACH ADOPTED IN PREPARATION OF THE PLAN: ................................................ 34
2.7.3 THE PURPOSE OF THE STRATEGIC PLAN ............................................................................ 35
2.7.3.1 THE MAIN PURPOSES OF THIS STRATEGIC PLAN ARE: ................................................. 35
2.7.4 LAYOUT OF THIS PLAN ................................................................................................................... 35
2.7.5 THE MAJOR ROLES AND FUNCTIONS OF THE DISTRICT COUNCIL ............................. 36
2.8 VISION AND MISSION ................................................................................................................. 36
2.8.1 VISION STATEMENT: ................................................................................................................ 36
2.8.2 MISSION STATEMENT: ............................................................................................................. 36
2.9 PERFORMANCE REVIEW............................................................................................................. 36
OBJECTIVE A: ....................................................................................................................................... 36
iv
ACHIEVEMENTS .................................................................................................................................. 36
CONSTRAINT ....................................................................................................................................... 38
WAY FORWARD .................................................................................................................................. 39
OBJECTIVE B: ....................................................................................................................................... 39
PLANNED TARGETS ............................................................................................................................ 39
ACHIEVEMENTS .................................................................................................................................. 39
CONSTRAINTS ..................................................................................................................................... 39
WAY FORWARD .................................................................................................................................. 39
OBJECTIVE C: ....................................................................................................................................... 40
PLANNED TARGETS ............................................................................................................................ 40
ACHIEVEMENTS .................................................................................................................................. 43
CONSTRAINTS ..................................................................................................................................... 44
WAY FORWARD .................................................................................................................................. 45
OBJECTIVE D: ...................................................................................................................................... 45
PLANNED TARGETS ............................................................................................................................ 45
ACHIEVEMENTS .................................................................................................................................. 46
CONSTRAINTS ..................................................................................................................................... 46
WAY FORWARD .................................................................................................................................. 46
OBJECTIVE E. ....................................................................................................................................... 46
PLANNED TARGETS ............................................................................................................................ 46
ACHIEVEMENTS .................................................................................................................................. 47
CONSTRAINTS ..................................................................................................................................... 47
WAY FORWARD .................................................................................................................................. 48
OBJECTIVE F: ....................................................................................................................................... 48
PLANNED TARGETS ............................................................................................................................ 48
ACHIEVEMENTS .................................................................................................................................. 48
CONSTRAINTS ..................................................................................................................................... 49
WAY FORWARD .................................................................................................................................. 49
OBJECTIVE H: ...................................................................................................................................... 50
ACHIEVEMENT .................................................................................................................................... 50
CONSTRAINTS ..................................................................................................................................... 51
WAY FORWARD .................................................................................................................................. 51
3.6 PROBLEMS AND CHALLENGES AS A GENERAL....................................................................... 51
3.7 WAY FORWARD ........................................................................................................................... 52
3.8 LESSONS LEARNED ....................................................................................................................... 53
3.0 STAKEHOLDER’S ANALYSIS: ....................................................................................................... 54
3.1 NAME OF KEY STAKEHOLDERS.................................................................................................. 54
v
3..2 LIST OF MAIN STAKEHOLDERS: ............................................................................................... 54
3.3 STAKEHOLDER ANALYSIS ............................................................................................................ 54
3.4 ORGANIZATIONS SCAN: ............................................................................................................ 60
3.5 INTERNAL SCAN ........................................................................................................................... 61
3..6 THE EXTERNAL SCAN (OPPORTUNITIES, RISKS/ CHALLENGES) ........................................ 68
3.7 KEY ISSUES: .................................................................................................................................... 75
4.0 CHAPTER 3 -THE PLAN ((2017/2018 –2021/2022) ................................................................. 76
4.1 INTRODUCTION ........................................................................................................................... 76
4.2CORE VALUES: ............................................................................................................................... 76
4.3VISION AND MISSION STATEMENTS ......................................................................................... 77
4.3.1 VISION STATEMENT: ................................................................................................................ 77
4.3.2MISSION STATEMENT: .............................................................................................................. 77
4.4OBJECTIVES, STRATEGIES, TARGETS AND PERFORMANCE INDICATORS: .......................................... 77
4.4.1OBJECTIVES: .................................................................................................................................... 77
4.4.1.1 OBJECTIVE A: SERVICE IMPROVED AND HIV/AIDS INFECTION REDUCED. .................................. 77
4.3.3.1.1 RATIONALE .............................................................................................................................. 77
4.4.1.3 STRATEGIES; ............................................................................................................................... 78
4.3.3.1.4 TARGETS ............................................................................................................................... 79
4.3.3.1.5 KEY PERFORMANCE INDICATORS .................................................................................. 80
4.3.3.1.2 OBJECTIVE B: ....................................................................................................................... 80
4.3.3.2.1 RATIONALE .............................................................................................................................. 80
4.3.3.2.2 STRATEGIES ......................................................................................................................... 80
4.3.3.2.3 TARGETS .............................................................................................................................. 81
4.3.3.2.4 KEY PERFORMANCE INDICATORS ............................................................................................ 81
4.3.3.3 OBJECTIVE C: ACCESS AND QUALITY TO SOCIAL SERVICES IMPROVED. ................ 81
4.3.3.3.1 RATIONALE .......................................................................................................................... 81
4.3.3.3.2 STRATEGIES ......................................................................................................................... 81
4.3.3.3.3 TARGETS .............................................................................................................................. 82
4.3.3.3.4 KEY PERFORMANCE INDICATORS ................................................................................. 89
4.3.3.4 QUALITY AND QUANTITY OF SOCIO-ECONOMIC SERVICES AND
INFRASTRUCTURE INCREASED ........................................................................................................ 90
4.3.3.4.1 OBJECTIVE DESCRIPTION: ........................................................................................................ 90
4.3.3.4.2 STRATEGIES ......................................................................................................................... 90
4.3.3.4.3 TARGETS .............................................................................................................................. 91
4.3.3.4.3 KEY PERFORMANCE INDICATORS ................................................................................. 92
4.3.3.5 OBJECTIVE E: .......................................................................................................................... 93
GOOD GOVERNANCE AND ADMINISTRATIVE SERVICES ENHANCED .................................... 93
vi
4.3.3.5.1 OBJECTIVE DESCRIPTION: ................................................................................................ 93
4.3.3.5.2 STRATEGIES ......................................................................................................................... 93
4.3.3.5.3 TARGETS .............................................................................................................................. 93
4.3.3.5.4 KEY PERFORMANCE INDICATORS ................................................................................. 94
4.3.3.6 OBJECTIVE F ........................................................................................................................... 94
4.3.3.6 .1 OBJECTIVE DESCRIPTION: ............................................................................................... 94
4.3.3.6.2 TARGETS .............................................................................................................................. 95
4.3.3.3 STRATEGIES ............................................................................................................................. 96
4.3.3.4 KEY PERFORMANCE INDICATORS ................................................................................... 96
4.3.3.7 OBJECTIVE G: MANAGEMENT OF NATURAL RESOURCES AND ENVIRONMENT
ENHANCED AND SUSTAINED .......................................................................................................... 97
4.3.3.7.1 OBJECTIVE DESCRIPTION: ................................................................................................ 97
4.3.3.7.2 STRATEGIES ......................................................................................................................... 97
4.3.3.7.3 TARGETS .............................................................................................................................. 97
4.3.3.7.4 KEY PERFORMANCE INDICATORS ................................................................................. 99
5.0CHAPTER 4-RESULTS FRAMEWORK ................................................................................................. 100
5.1. INTRODUCTION ............................................................................................................................. 100
5.2 THE DEVELOPMENT OBJECTIVE ............................................................................................. 100
5.3 BENEFICIARIES (OF DISTRICT COUNCIL SERVICES):......................................................................... 100
5.4 LINKAGE WITH SUSTAINABLE DEVELOPMENT GOALS (SDGS .......................................... 100
5.5 THE RESULT FRAMEWORK MATRIX ...................................................................................... 101
5.6 MONITORING, EVALUATION, REVIEW AND REPORTING PLANS: ................................. 101
5.6.1 MONITORING PLAN: ............................................................................................................. 103
5.6.2 EVALUATION: ............................................................................................................................... 103
5.6.3 PLANNED REVIEWS: ............................................................................................................... 103
5.6.4 REPORTING PLAN: ................................................................................................................. 105
5.6.4.1 INTERNAL REPORTING PLAN: .......................................................................................... 105
5.6.4.2 EXTERNAL REPORTING PLAN: ......................................................................................... 106
5.6.5 LINKING M&E TO PERFORMANCE MANAGEMENT AND STAFF APPRAISAL: ........... 107
KILWA’S ORGANIZATION STRUCTURE .................................................................................................. 109
MEDIUM TERM STRATEGIC PLAN MATRIX ........................................................................................... 110
vii
List of Abbreviation
DCDO District Community Development Officer
DEO (P) District Education Officer in Primary
DEO (S) District Education Officer in Primary
DED District Executive Director
DWE District Water Engineer
DE District Engineer
DT District Treasure
DHRO District Human Resources Officer
DAICO District Agricultural and Irrigation, Cooperative Officer
DLO District Legal Officer
DLO District Land Officer
DITO District Information Technology Officer
AIDS Acquired Immune Deficiency Syndrome
AZAKs Asasi zisizo za Kiserikali
CBOs Community Based Organizations
CCHP Council Comprehensive Health Plan
CCM Chama Cha Mapinduzi
CSC Client Service Charter
CSO Civil Society Organization
D by D Decentralization by Devolution
DAS District Administrative Secretary
DC District Commissioners
FBO Faith Base Organization
GPG Gross Domestic Product
HIV Human Immune Virus
HQ Headquarters
ICT Information, Communication and Technology
IFT Integrated Financial Management System
LAAC Local Authorities Audit Committee
LAN Local Area Network
viii
LGA Local Government Authorities
LRS Lindi Regional Secretariat
LTSP Long Term Strategic Plan
M& E Monitoring and Evaluation
MDAS Ministries, Departments and Agencies
MIS Management Information System
MKUKUTA Mkakati wa Kukuza na Kupunguza Umaskini
Tanzania
MTEF Medium Term Expenditure Framework
NGO’s Non Government Organizations
NSGPR National Strategy for Growth and Reduction of
Poverty
OPRAS Open Performance Review and Appraisal System
PAC Parliamentary Audit Committee
PFM Participatory Forest Management
PMO-RALG President Minister’s Office, Regional Administration and
Local Government
PMS Performance Management System
PMU Procurement Management Unit
PSRP Public Service Reform Program
PSRP Public Service Reform Programme
PSRP II Public Service Reform Program II
RAS Regional Administrative Secretary
RCC Regional Consultative Committee
SME Supervisor Monitory Evaluation
SP Strategic Plan
SWOC Strengths, Weakness, Opportunities & Challenges
WAN Wider Area Network
ix
DEFINITION OF TERMS
1. Accountability, Obligation to demonstrate that work has been
conducted in compliance with agreed rules and standards.
2. Activity, the actions taken or work performed in order to produce a
given target. Activities are what institutions do and describe
processes which are largely internal to the institution. They describe
HOW a target is to be produced
3. Appraisal, an overall assessment of the relevance, feasibility, and
potential sustainability of a series of interventions prior to a decision
to undertake or fund them.
4. Assumptions, Hypotheses about factors or risks which could affect
the progress or success of an intervention
5. Baseline Indicator Value: historical value of an indicator. Includes
an associated date called the baseline indicator date.
6. Benchmark, reference point or standard against which performance
or achievement can be assessed. A benchmark often refers to the
performance that has been achieved in the recent past by other
comparable institutions, or what can be reasonably inferred to have
been achieved in the circumstances.
7. Capacity Building a process leading to either (i) skill upgrading, (both
general and specific), (ii) procedural improvements, and (iii)
institutional strengthening. Capacity building refers to investment in
people, institutions, and practices.
8. Impact, An effect on well-being. A significant long-term
developmental change induced in the user of a service or product.
May be direct or indirect, intended or unintended.
9. Indicator, a number having a particular measurement purpose. A
Quantitative or qualitative factor or variable that provides a simple
and reliable means to measure achievement, to reflect the changes
connected to an intervention, or to help assess the performance of a
party or institution. Or, a variable that allows the verification of
changes in the development intervention or shows results relative to
what was planned. Indicators are usually indirect measures of an
underlying phenomena or quality (the way “smoke indicates fire” and
are usually stated in SMART format. Indicators are often
disaggregated to compare results and frequently have time-specified
target and baseline values.
x
10. Objective (MTEF Objective), a broad statement of what is to be
achieved and the improvements to be made. An objective describes
an intended outcome or impact and summarizes why a series of
actions have been undertaken.
11. Outcome, the likely or achieved short-term and medium-term effects
of an intervention’s outputs. A direct, but intermediary change or
improvement in the welfare of the customer or beneficiary as a result
of the use of a service (or output). Examples include improved health
after visiting a dispensary, or increased knowledge after completing
school. Short change in knowledge, skills, attitude, motivation and
awareness; medium change in behaviour, practices, policies and
procedures and long change in situation in environment, social,
conditions, economic conditions and political condition and are
measured by outcome indicators
12. Output, the products, time, money, partners, equipment, facilities,
goods and services which result from an intervention; may also
include changes (usually of an immediate nature) resulting from the
intervention which are relevant to the achievement of outcomes.
13. Programme: A time-bound intervention that differs from a project in
that it usually cuts across sectors, themes and/or geographic areas,
uses a multi-disciplinary approach, involves more institutions than a
project, and may be supported by different funding sources.
14. Results, the output, outcome or impact (intended or unintended,
positive and/or negative) of a development intervention.
15. Stakeholders, all of those who have an interest (either direct or
indirect) in an institution, its activities and its achievements. These
may include clients or customers, partners, employees,
shareholders/owners, government or regulators.
16. Strategies are broad statements about how something is to be done.
They describe how the institution will achieve its objectives; they
link Objectives to Targets. Each objective will have its own set of
unique strategies which describe the broad approach to effect change
17. Target (MTEF Target), the final products, goods, or services
produced over a given period of time, by an institution, in order to
achieve its objectives. An MTEF target corresponds to an output.
xi
STATEMENT OF THE CHAIRPERSON
The third Edition of the Strategic Plan for District Executive Director’s Office
sets out direction and scope of our mandate including the Vision, Mission,
Core Values, Objectives and performance targets for the period commencing
from July, 2017. The plan highlights the key performance indicators and
strategies to achieve the objectives.
The Strategic Plan has been prepared in line with the National Planning
Framework, Sector Policies and Strategies, Guidelines, Laws and Regulations.
The District Council will play a key role in the Government’s overall aim at
securing Public accountability and transparency through the implementation of
this Strategic Plan in achieving socio-economic development. The document
incorporates views and ideas from all stakeholders who were involved during
its preparation.
We acknowledge the support extended to this office by the government
through Presidents Office, Public Service Management for financing and
facilitating the Strategic Plan review process. The strategic plan has been revised
to accommodate a number of development and critical issues that emerged
during the implementation of the previous Strategic Plan.
It is my sincere hope and trust that this plan will receive the necessary support
from Government and our stakeholders who are critical to its successful
implementation. In order to achieve maximum performance results; periodic
monitoring and evaluation of the implementation of this plan will be carried
out.
I wish therefore, to challenge Kilwa District Council’s staff to fully commit
themselves to the implementation of the plan for the benefit of our people.
Henceforth, I strongly urge all stakeholders to support the realization of these
objectives leading to improvement in service delivery. It gives me great
pleasure to officiate the District Executive Director’s Office Medium Term
Strategic Plan for 2017/18 – 2021 /22 which is expected to be implemented
from July, 2017.
HON. ABUU M.MJAKA
CHAIRMAN
KILWA DISTRICT COUNCIL
xii
STATEMENT BY COUNCIL DIRECTOR
Kilwa District Strategic Plan has been prepared to conform with efforts
undertaken by the Government through PSRP II to support the attainment of a
high rate of economic growth and ensure that delivery of quality services
within the priority sectors meet customer and stakeholder expectations for
value, satisfaction and relevancy on a continuous and sustainable basis. Kilwa
District Council Strategic Plan covers the Five-year period of 2017/18 - 2021/22.
The plan describes our Mission, Vision, Core Values, Mandate, Objectives,
Targets and Key Performance Indicators.
The Strategic Plan begins with a situation analysis which is meant to provide a
review of the reality of Kilwa District Council operating environment, which
will impact on the plan and provide strategic alternatives. The Strategic Plan
has taken into account the Tanzania Development Vision (TDV) 2025,
National Strategy for Growth and Reduction of Poverty (MKUKUTA II), Sector
Strategic Plans, Medium Term Expenditure Framework (MTEFs), Reforms
Programme policies, Priorities Action Programme of Ministries departments
and Agencies (MDAs), the Millennium Development Goals (MDGs), Sectoral
policies, Five Year Development Plan (FYDP1) and 2015 Ruling part CCM
Election Manifesto.
The Vision, Mission, Objectives and Core Values of Kilwa District Council
were derived from a detailed review process including Stakeholders Analysis,
Strength, Weakness, Opportunities & Challenge (SWOC/T), and Performance
Review. The major issues identified, not listed in any order of priority, were:-
Health sector
Low immunization coverage.
Inadequate hospital equipments and drugs
Inadequate health facilities in rural areas.
Inadequate health staffs in almost every facility.
High malnutrition among under five &High mortality rate of under five
Education
Insufficient infrastructural facilities in both primary and secondary
schools e.g. Dormitories, teacher's houses, classrooms and toilets.
Insufficient working tools and Low enrolment rate
Water sector
Inadequate supply of water in District.
Inadequate working equipment.
Road sector
Inadequate civil works contractors in the District council jurisdiction.
Poor condition of roads & inadequate working equipment.
Agriculture and livestock
Inadequate trained staff
Inadequate transport facilities
xiii
Ineffective cooperative societies & Unreliable rainfall
To address the critical issues and enhancing performance, the following set of
objectives were redeveloped:-
A. Services improved and HIV/AIDS infections reduced.
B. Enhance, sustain and effective implementation of the National Anti-
corruption Strategy
C. Access and quality of social services improved.
D. Quality and quantity of economic services and infrastructure improved.
E. Management of natural resources and livelihood of communities
improved.
F. Social welfare, gender, community empowerment and good
governance improved.
G. Emergency and Disaster Management Improved
The preparation of this Strategic Plan has benefited from the input of many
people and stakeholders. Kilwa District Council staff took many hours, days
and numerous discussions in conducting the SWOT analysis, PESTLE analysis,
which was an important input to the process. The Staff also participated in the
planning workshop at Kilwa District Council Conference Hall and various other
group meetings during which draft reports were discussed.
The Staff of Kilwa District Council are determined to work towards the
achievement of the stated vision and mission. Collectively, we have committed
to implement this Plan. With strong work ethic, realization of the added value
in collaborating and supporting each other, a strong sense of commitment to
success, dedication to excellence in all of our service delivery, and motivated
by the desire to contribute to the betterment of the livelihoods of Kilwa
District Council, making Kilwa District Council the better place of service
delivery excellence.
I hope you find this document both informative and useful. Council needs to
continually respond to the needs of residents, of children and young people, of
businesses and of visitors. As the custodian of public money and services, and
ultimately responsible for the future of Kilwa District, the council is accountable
to the people of District Council. I welcome your views and any comments
you may like to make.
ZABRON I BUGINGO.
DISTRICT EXECUTIVE DIRECTOR
KILWA
14
Executive summary
This executive summary gives outline and summary of the Long Term Strategic Plan for
Kilwa District Council. Also it highlights the background to the plan, the strategic
planning process and brief account of the plan document. The Kilwa District Plan is a
five-year plan for the period covering 2017/18 – 2021/22. It starts with the review of the
operating environment. This is meant to provide a context, both historical and current
realities, that will impact on the plan and provide a basis for the strategic options and
choices. The plan describes our Mission, Vision, Core Values, Mandate, Objectives,
Targets and Key Performance Indicators. The Strategic Plan begins with a situation
analysis which is used to identify key constraints in the operating environment.
Kilwa District Council aims at strengthening advisory and coordination roles The Strategic
Plan has taken into account the Tanzania Development Vision (TDV) 2025, National
Strategy for Growth and Reduction of Poverty (MKUKUTA II), Sector Strategic Plans,
Medium Term Expenditure Framework (MTEFs), Reforms Programme policies, Priorities
Action Programme of Ministries departments and Agencies (MDAs), the Millennium
Development Goals (MDGs), Sectoral policies, Five Year Development Plan (FYDP1) and
2015 Ruling part CCM Election Manifesto.
1.6 Objectives
To address critical issues, the following sets of Objectives were developed:
A. Improved services and reduce HIV/AIDS infection
B. Enhance, sustain and effective implementation of the National Anti- corruption
Strategy
C. Improve access, quality and equitable social services delivery
D. Increase Quantity and Quality of social services and infrastructure
E. Enhance good governance and administrative services
F. Improve social welfare, gender and community empowerment
H. Sustainable Environment Management Promoted.
I. Emergency and Disaster Management Improved
The Strategies, Targets and Key Performance Indicators for each Objective are detailed in
Chapter Three of this document while in chapter four details monitoring, evaluation and
reporting system.
15
1. CHAPTER ONE – INTRODUCTION.
1.1 Background of the council:
Kilwa District Council was Established in 1984 and later were dissolve on 1st July 1972
by the Decentralisation of Government Administration (Interim Provisions) Act No 27 of
1972 which was enacted by the Parliament of the United Republic of Tanzania and its
function were transferred District Development Councils. In 1983 the election in local
government took place and Kilwa District Council was re-established in 1984. The
Strategic Plan of District Executive Director’s Office covers a period of five years
beginning from 2017/18 to 2021/22. However, the Plan describes our Mission, Vision,
Core Values, Mandate, Objectives, Targets, Key Performance Indicators and the process
used to derive them. It also describes who we are, what we wish to achieve, and how
we are going to achieve it.
1.2 METHODOLOGY OF DEVELOPING THE PLAN:
The methodology/approach used to develop the plan was participatory involving both
management and staff. It involved all stakeholders from the different sectors of the
DED’S Office. A draft of KDCSP was shared in a consultative meeting with stakeholders;
comments were incorporated and later submitted to the DED for deliberations and
approval. In developing the KDCSP reference was made to the Medium Term Strategic
Planning and Budgeting Manual of the United Republic of Tanzania (2017/18), Tanzania
Development Vision (Vision 2025), The Ruling Party Election Manifesto (2015-2020),
National Strategy for Growth and Poverty Reduction (NSGRP) and other National
policies and planning frameworks.
1.3 PURPOSE OF THE PLAN:
This Strategic Plan is intended for the service delivery and business of Kilwa District
Council and its stakeholders. Its Objectives are derived from the functions prescribed to
District mandate. On the other hand the established targets are drawn against achieving
broad objectives and during implementation it is envisaged that a continued
collaborative effort sustained among District staff and stakeholders in order to support
each other in achieving national framework strategies (MKUKUTA II) and Five Year
Development Plan Framework (2011/12- 2017/16). The overall purpose of this Strategic
Plan therefore can be summarized as follows:
Be a frame of reference for all stakeholders
Indicate the timing of implementation
Indicate how progress will be measured against baselines
Enable the preparation of performance budgets
Used as a management tool and
To establish priorities for efficient and effective resource allocation
16
The Strategic Plan for 2017/18 to 2021/22 document contains four chapters preceded by
preface and an executive summary. There after there are three annexes.
The preface and executive summary briefly outlines key performance issues, the mission,
vision and objectives and outline the broad strategies to be undertaken in the
implementation of the plan.
Chapter one
This chapter provides the background to the District Strategic plan namely background to
the council, methodology, rationale or purpose for the plan.
Chapter two
This chapter presents the Situational Analysis. The organization profile is also outlined in
this chapter as well as service delivery performance, SWOT and PESTLE analysis the basis
of which Kilwa District Council vision, mission statement and objectives were
developed.
Chapter three
This chapter is about the vision and mission statements and objectives of the council’s
strategic plan, strategies, targets, performance indicator and service delivery target or
activities are described. Each target is given under a sub-vote (Department). Strategies
for each objective are outlined technically to achieve the set targets.
Chapter Four
The results frameworks matrix and plan review are shown in this chapter. In this chapter
also the monitoring and evaluation of plan is discussed and presented here.
ANNEXES
Annex 1 describes the organization chart of Kilwa District Council.
Annex 2 is about the strategic plan matrix which is the summary of the key result areas of
the Strategic Plan. This section explores the key result area which the plan intends to
achieve.
17
2.0 CHAPTER 2 – SITUATION ANALYSIS
2.1 COUNCIL PROFILES:
2.1.1 LOCATION
KDC is among of the six councils found in Lindi Region in southern Tanzania. The
Council is among the oldest councils in Tanzania as it was established in 1947 by the
British colonial administration. It lies on latitude 8020 to 9
056 and longitude 38
036 to
39050 east of Greenwich. To the north it borders with Rufiji District, Coast region, Lindi
and Ruangwa Districts in the south, Liwale District in the west and to the east, it borders
with Indian Ocean. The total District area is 13, 347.50 square Kilometres (1,334,750
ha) of which 12, 125.9 square kilometres is surface land and 1,221.52 square kilometres is
the ocean.
2.1.2 ADMINISTRATION
The district has six (6) Divisions, twenty three (23) wards, 90 registered villages, 351
registered Hamlets and 2 Township Authority based at Masoko and Kivinje. The District
has a district court, 9 Primary Courts, and 20 Ward tribunals which are however not yet
in operation due to various administrative short falls.The district has 20 ward land
Tribunals and 90 Village land Tribunals. As far as land conflicts are concerned, the
tribunals are resolving land disputes amicably hence maintaining peace and security.
ADMINISTRATIVE BOUNDARIES OF KILWA DISTRICT.
18
TABLE 2.1 ADMINISTRATIVE DIVISIONS
SN WARD WARD HQ NO VILLAGE/
TOWNSHIP
AUTHORITY
HAMLETS NO OF
HAMLETS
1 Masoko Masoko 1 Masoko Township
Authority
Masoko 1
Kisiwani 1
Mpara 1
Mkwanyule 1
Mnazimmoja 1
Kisangi 1
Mchomoro 1
Miembe Miwili 1
Lupedile 1
2 Kivinje 2 Kivinje Township
Authority
Magengeni 1
Miramba A 1
Kinyonga 1
Kisangi Shamba 1
Mgongeni 1
Mayungiyungi 1
Marumba 1
Matandu Darajani 1
Mkenda 1
Njenga 1
Nangurukuru 1
Mpingoni 1
Lingaula 1
Ukote 1
Kisangi Mjini 1
Magofuni 1
Bonde 1
Dodomezi 1
Kilembe 1
Malumba 1
Mtambuu 1
Mkang'anda 1
Kitumbini 1
3 Kikole 1 Kikole Mbunga, Nanyati na Kikole 3
2 Ruhatwe Mbuyu Kibaba, Kimeremeta
na Ruhatwe
3
3 Migeregere Kindumba, Rungu na
Migeregere Kijijini
3
4 Kisangi
Kimbalambala
Mikulyungi na Kisangi
Kijijini
2
4 Songosongo 5 Songosongo Pembeni, Makondeni,
Msitumani na Funguni,
4
19
5 Miteja Miteja 6 Mtoni Kiungani, Mfumang’ombe,
Mtoni kizigo, Kikotama na
Mafunguni
5
7 Mtukwao Makasamala, Duchi,
Ngomela, Mitondo
4
8 Tilawandu Malimba na Ndalala 2
9 Miteja A Ngong’onda, Sinza, Puyu,
Masaninga, Kibaoni na
Kindumba
6
6 Tingi Njianne 10 Njianne Matapatapa, Somanga
mtama na Njianne
3
11 Tingi Tingi, Kilopolopo na
Namayani
3
12 Mtandango Mtandango, Mchotike,
Msiliwale
3
7 Mingumbi Mingumbi 13 Kililima Kililima,Namtandi,
Mwabala na Naigono chini
4
14 Naipuli Naipuli, Kitumbi Mkunya,
Kilopolopo na Nangambi
4
15 Chapita Namtipwa,ulendenda,
Namtuti, Namwita na
Ngega
5
16 Nambondo Nambondo, Kiumbene na
Lihomanga
3
17 Nampunga Kiwanga,Naingonto juu na
Mwembe nduguye
3
18 Mingumbi Kikole, Mingumbi Plot,
Tunduni, Kibe na
Namakwalu
5
19 Kinjumbi Kinjumbi A, Kinjumbi B,
Rutambi,Mbongola na
Kitope
5
20 Pungutini Pungutini, Nalulo, Puyu na
Nambacho
4
21 Mtyalambuko Tangawa, Ngwanga,
Mtyalamuko na
Namanjunguli
4
22 Miumbu Ngwanga, Miumbu,
Kianikana Mtukula
4
9 Kipatimu Kipatimu 23 Kipatimu Mpei, Nalyalya, Kipatimu
Bomani, Naugobe,
Kapumbi,Mmaba, Ngwika
na Nakilu
8
24 Darajani Darajani, Mabiga, Matanga
na Namkuyu
4
20
25 Mt. Kimwaga Mtumbei Kitambi, Pondo,
Mtondo Kimwaga,
Kibambo,Komangui, Nasaya
Bomani, Kipoi na
Nalung’umbe
8
26 Nandembo Nandembo,Namwinyu,
Nangoro na Kiwaga
4
27 Mkarango Mbutulai,
Songea,Mikarambya,
Nambunju na Mkarango
Bomani
5
28 Nandeta Kiyabi, Mtanga, Nandete na
Ngingama
4
Kibata Kibata 29 Mtende Mtende shuleni, Nangano
na Mbelenje
3
30 Hanga Nandawale,Mkumla,
Namakonga, Nakindu Ana
Nakindu B
5
31 Kibata Kibata, Nanungu, Mkundi
na Nanyeti
4
32 Mwengei Mwengei, Mwangi,
Mpatawa na Mchungulu
4
10 Kandawale Kandawale 33 Kandawale Kandawale A, Kandawale B,
Tipo kati, Tipo Mkongo na
Kipurupuru
5
34 Ngarambi Kinjikitile na Namtole 2
35 Mtumbei Mpopela Mtumbei Kati,
Kinjumbi,Nangorombe
Kati,Kindumba na
Mchomborombo
5
36 Namatewa Nandembo,Mpuru na
Namatewa
3
11 Chumo Chumo 37 Chumo Mbulya, Mbuyuni,
Ndanndamala, Kikobo,
Nanungu, Nangongwa,
Chumo A, Chumo B,
Nambuguro, Namkamba,
Mkopwa na Mnung’undwa
12
38 Hongwe Mbunga, Nandela, Hongwe
na Mkondachega
4
39 Ingirito Ingirito, Mpaamino,
Nambawala, Mikurumo Juu
na Mikurumo chini
5
40 Kinywanyu Bugo, Milai, Immbwanyuni
na Kinywanyu barabarani
4
12 Njinjo Njinjo 41 Njijo Ngongowele, Mchemera A,
Mchemera B na Mbwita
4
21
42 Kisima Mkika Msitu wa Simba A na Msitu
wa Simba B
2
43 Kipindimbi Kipindimbi A, Kipindimbi B,
Kipindimbi C,
3
13 Miguruwe Zinga
Miguruwe
44 Zinga Kibaoni Kitumbi, Mnumbila, Kinole
na Zinga Kibaoni
4
45 Miguruwe Miguruwe na Kinyati 2
46 Mtepela Mtepera 1
47 Naking’ombe Naking’ombe shule 1
14 Mitole Mitole 48 Mitole Songosongo, Mikoma,
Kitunda, Ndende, Ndanje
na Sengera
6
49 Ngea Ngea 1
15 Likawage Likawage 50 Likawage Likawage, Gogozembe,
Kinaki na Nanjumba
4
51 Nainokwe Nainokwe na Kichonda 2
52 Liwiti Liwiti 1
16 Pande Pande 53 Pande Plot Msiteteme, Njenga,
Mbiringindi, Njenga,
Kihilwa, Mpotola na
Migombani
6
54 Malalani Sanje ya Kati, Mtandura,
Kituma na Nang’olekole
4
55 Nang’ookiwalo Mwinama, Mkazambo 2
56 Mtitimira Mtangashari na Tandanyati 2
57 Namwendo Njenga, Makote,Barabarani
na Namwedo Godauni
4
58 Songomnara Kijima na Mfuvu 2
59 Mikoma Mvuleni, Kisauni, Jamhuri,
Mkoma Himba na Msumbiji
5
17 Mandawa Mandawa 60 Mandawa Mtende, Luwawa,
Mpunyule, Mandawa,
Mafuriko na Matyalilo
6
61 Mchakama Mchakama na Mkundi 2
62 Kiwawa Kiwawa na Mkundi 2
63 Hoteli Tatu Manyuli na Hotelitatu 2
64 Mavuji Mavuji na Mapanga 2
65 Mkondaji Mkondaji na Mtiti 2
18 Lihimalyao Lihimalyao 66 Rushungi Kililima, Bobali na
Mkwajuni
3
67 Namakongoro Ruango, Nakahato na
Namakongoro
3
68 Lihimalyao North Mwembe Mtungi,
Lihimalyao Kibaoni na
Shuleni,
3
22
69 Lihimalyao South Kitumbini,
Namalombe,Mapululu na
Sokoni
4
70 Kisongo Mbuyuni, Mvinjeni,
Katapila, Mwembe chaka,
Mangisani A na Mangisani B
6
71 Ruyaya Ruyaya na Mkalamkavu 2
19 Kiranjeranje Kiranjeranj
e
72 Kiranjeranje Kiranjeranje A, Kiranjeranje
B na Mtapaya
3
73 Makangaga Mpindiro, Mageuzi, Kikundi
na Makangaga.
4
74 Mtandi Mtandi Magharibi na
Mtandi Kijijini
2
75 Kiswere Mabanda na Kiswele Mjini 2
76 Mbwemkuru Mbwemkuru Magharibi,
Kafeni na Mbwemkuru
Kaskazini
3
77 Mirumba Mirumba 1
20 Nanjirinji Nanjirinji 78 Nanjirinji A Kitochi, Nanjirinji A,
Naungo
3
79 Nanjirinji B Nanjirinji B, Mnarani,
Namicheche, Likumla na
Mkowele
5
80 Nakiu Ngayamba, Kigombo,
Nakiu A na Nakiu B
4
Namayuni 81 Namayuni Mkwajuni, Nakitonga,
Namayuni
3
82 Lyomanga Kipawa, Lyomanga 2
83 Namakolo Namakolo, Nangunembele,
Kibisa, Mangara
4
84 Ngorongoro Ngorongoro, Mipoto,
Makale
3
85 Nahama Nahama, Nyanyara,
Nangurukuru na Kiwawa
4
Somanga 86 Somanga Kaskazini Somanga Ndumbo, Litundu 2
87 Somanga Kusini Cheketu, Kumbwi na
Mwembe Tondo
3
88 Namatungutungu Manzese na Kihoma 2
89 Marendego Msikitini na Nyahato 2
90 Somanga Simu Ngoroma, Simu na Mitondo 3
23 90 351
Source: Administration and Human Resource Department, 2017.
23
2.1.3 DEMOGRAPHY
Total population
According to the 2012 National Population and Housing Census, Kilwa district had
190,744 people of which 91,661were males and 91,661were females. This represented a
net increase of 19,687people over the 2002 district population which was 171,057 and a
growth rate of 0.9%. However the projected population for the year 2016 is
199,222assuming the same growth rate.
Table no 7: Population Density by Ward
SN
POPULATION
BY WARD
POPULATION
(NUMBER) 2012
POPULATION
(NUMBER)
PROJECTION
2017
AVERAGE
H/H SIZE
SEX
RATIO
WARD MALE FEMALE TOTAL
1 Tingi 3,235 3,547 6,782 7,087 4.4 91
2 Miteja 3,042 3,115 6,157 6,434 4.2 98
3 Mingumbi 4,754 5,194 9,948 10,396 4.5 92
4 Kinjumbi 6,886 7,540 14,426 15,075 4.6 91
5 Chumo 6,550 7,347 13,897 14,522 5 89
6 Kipatimu 7,053 7,553 14,606 15,263 5 93
7 Kibata 4,109 4,621 8,730 9,123 5.2 89
8 Kandawale 2,452 2,588 5,040 5,267 4.9 95
9 Njinjo 3,813 4,281 8,094 8,458 4.6 89
10 Mitole 1,651 1,701 3,352 3,503 4.4 97
11 Miguruwe 1,667 1,714 3,381 3,533 4.4 97
12 Likawage 1,745 1,824 3,569 3,730 4.2 96
13 Nanjirinji 3,691 3,800 7,491 7,828 3.9 97
14 Kiranjeranje 4,698 5,054 9,752 10,191 4.6 93
15 Mandawa 6,404 6,788 13,192 13,786 4.2 94
16 Pande 5,642 5,954 11,596 12,118 4.3 95
17 Kivinjesingino 9,035 10,341 19,376 20,248 4 87
18 Kikole 2,082 2,212 4,294 4,487 4.3 94
19 Songosongo 1,634 1,392 3,026 3,162 4 117
20 Masoko 6,462 7,139 13,601 14,213 3.9 91
21 Lihimalyao 5,056 5,378 10,434 10,904 4.6 94
TOTAL 91,661 99,083 190,744 199,327 4.4 93
Population Density
The average population density of Kilwa District is estimated to be 13.9 people/ km2.
The
highest density is recorded in Songosongo ward (453.89), followed by Pande, Mingumbi
24
and Tingi wards. In general, the district is still virgin as far as human occupation is
concerned.
2.1.4 CLIMATE
Kilwa district has a coastal climate which is hot and humid with the average temperature
range between 220C to 30
0C. Humidity is high, nearly 98-100% during the long rains.
The district receives a total rainfall of 800-1400 mm/year and its distribution varies
according to locality. The land north of Kilwa Masoko receives 1000-1400 mm, while
that to the south receives less, about 800-1400 mm/year. The period of rainfall coincide
with the onset of each monsoon; the long rains (Masika), from about Mid-march to
May, and the short rains (Vuli) from about late October to December. Climate data
available from Meteorological department in Kilwa have summarized in table 1, 2, 3 and
4 below.
Table 2.2: Maximum and Minimum Temperature
Period: OCTOBER 2016-SEPTEMBER 2017
Year OCT.
2016
NOV
2016
DEC
2016
JAN
2017
FEB
2017
MAR
2017
APRIL
2017
MAY
2017
JUNE
2017
JUL
2017
AUG
2017
SEPT
2017
Max
Temp
31.7 31.5 31.3 30.5 30.0 29.1 28.5 28.0 28,2 28.8 29.8 30.8
Min.
Temp.
26.0 25.0 24.7 22.7 23.6 22.6 21.0 20.7 21.3 22.1 23.82 5.5
Table 2: 3 Relative Humidity
Period: OCTOBER 2016-SEPTEMBER 2017
Year OCT.
2016
NOV
2016
DEC
2016
JAN
2017
FEB
2017
MAR
2017
APRIL
2017
MAY
2017
JUNE
2017
JUL
2017
AUG
2017
SEPT
2017
R/Hum
Idity
67 69 72 77 78 75 72 70 69 67 70 74
Table 2.4: Sun shine hours
Period: OCTOBER 2016-SEPTEMBER 2017
Year OCT.
2016
NOV
2016
DEC
2016
JAN
2017
FEB
2017
MAR
2017
APRIL
2017
MAY
2017
JUNE
2017
JUL
2017
AUG
2017
SEPT
2017
S/Shine 11.0 9.1 7.4 5.3 6.8 7.3 8.1 8.4 9.2 9.6 7.7 9.4
Table 2.5: Relative Humidity
Period: JANUARY - SEPTEMBER 2017
YEAR JAN. FEB. MAR. APR. MAY JUNE JULY AUG. SEP. OCT. NOV.
2017 3.2 3.6 4.8 7.3 6.8 3.2 0.7 0.0 0.3 0.6 0.8
Source: Meteorological department, 2017
2.1.5 VEGETATION
Kilwa district falls under 2 major vegetation zones. Along the low lying Coastal strip, the
vegetation is characterized by the East Africa Coastal forest and thickets, which however
much of it have been greatly reduced by human activities. The vegetation is thus
predominantly deciduous scrub with scattered trees. The uplands parts of Kilwa district is
25
on the eastern edge of the central African Miombo belt; the vegetation is heterogeneous,
with a variety of vegetation types associated with the Miombo region and other types
of vegetation associated with the coastal strip of East Africa. Most of the Miombo lies to
the west of the coastal forest and is interspersed with bush land and seasonally flooded
open areas of grassland.
2.1.6 DRAINAGE PATTERN There are three major rivers draining in Kilwa district. These are Matandu, Mavuji and
Mbwemkuru rivers. There are also some 10 seasonal streams draining Kilwa district. The
rivers and the streams generally flow in the East –Southern direction into the Indian
Ocean. Due to the underlying rocks and excessive Evapo-transpiration most of the rivers
are seasonal and most of the ground water sources are too saline for human
consumption or agricultural use (irrigation). The settlements obtain water from less saline
streams and wells as well as from boreholes.
2.1.7 SOILS
The larger part of Kilwa district is covered by dominantly brownish-grey alluvial sandy
soils. Clay soils with imperfect drainage, characterized by cracks, micro-relief and black
coloration exists. Alluvial soils are found along Mavuji, Matandu and Mbwemkuru rivers.
The detailed description of major soils types is given below.
2.1.7.1 Cambic Arenosols-Sand Soils (Mchanga)
These are bleached sands and loamy sands developed on colluviums of granite and
gneiss. They are moderately well to imperfectly drained, deep brown pale, yellow light
grey or white mottled sands and loamy sands. The soils have a poor structure and profile
development. The natural fertility is very low (clay %1-10; Ph 5-7, OC 5-1.5% 13S 20-
60) and they have poor moisture storing properties (Awe 30, smax 30-60). The soils are
widely spread in all villagers in the coastal plains.
2.1.7.2 Eutric Fluvisals-Sand Loams (Tifutifu or Njacha)
These are moderately leached grayish, mottled sandy loams to sandy clays. They are
imperfectly to poor drained, deep non-calcareous grey or brown sandy loams to sandy
clays. The soils are strongly mottled and have a compact sub soils but with more sandy,
more friable and darker top soils. The natural fertility is moderate (clay % 15-40; Ph 5-
8.5, OC 53% teb 5-15, Bs 40-100; CES 15-55). There are no weather able minerals and
they have favorable moisture storing properties (AWC 70-100; S Smax 30-100).
This soil type is dominantly found and southern parts of the district.
2.1.7.3 Alluvial Soils – (Dawe)
These are stratified alluvium fine sands to sandy clay loam of levees alluvial fans and
deltas. They are well to moderately well drained, deep, brownish fine sands the sandy
clay loams with high textural variability over short distance and highly stratified with
more sandy or more clayey layers. They have a high natural fertility (clay 12-25%, Ph
5.5-7, OC, 1-3; TEB 5-25, BS 75%). They contain abundant weather able minerals and
26
they have no harmful levels of sodium or soluble salts with good moisture storing
properties (AWC 80 – 120; Sma 150 – 225). The soil type is dominantly found along
Matandu, Mavuji and Mbwemkuru river valleys.
2.1.7.4 Chromic Cambisols-Red sandy loams (Ngunja)
These are reddish or brown sandy loams developed on granites and acid granites. They
are well drained moderately deep to deep re or brown, often gravely sandy loams and
sandy clay loams. They have a weak structure and weak profile development, with a low
natural fertility (Clay 15-55; Ph 5-7; OC 5-12%; TEB 3-8, BS 30-70, CEC 15-30) and
moderately to good moisture storing properties (AWC 100, SMAX 100 – 300) without
surface capping) and Smax 50-150 with surface capping. The soils are dominantly found
in the western and central parts of the district.
2.1.7. 5 Chromic Vertisols – Clay soils (Wiwa)
These are shallow to deep dark cracking clays. They are moderately well to imperfectly
drained, shallow to deep usually calcareous, black, dark grey or brown cracking clays
often overlying paler subsoil with ephemeral structure and good natural fertility (clay 40
– 80%; Ph (TS) 5.5-7(S) 7 – 9; OC 1-3%; TEB 30 – 60; BS 90 – 100; CEC 60 – 100). They
have moderate moisture storing properties (effective soil depth restricted by impervious
subsoil. AWEC 130 Smax 75 – 150). The soils are dominant in Kilwa dissected plain,
Kilwa fringe bay and Kiswere dissected plain an area between the coastal plains and the
plateau.
2.1.7. 6 Greyic Solonchak – Alkali and Saline Soils (Kapa)
These are salt affected soils of varying colours, texture, structure consistence and
drainage. However these are adversely affected by presence of exchangeable sodium or
Soluble Salts with levels which are high enough to interfare with growing of most crops
(ESP 715, Ph 7 – 8.5; EC 74). The soil type is dominant in all mangrove areas.
2.1. 8 Marine resources
Kilwa district is endowed with valuable marine resources which include a variety of fish
(350 species) including lobsters, mangrove Crabs, Prawns both belongs to crustacean
family, where as squids and octopus belongs to Cephalopods. Furtherance to the above,
the following are also grouped as part of marine sea products. These are Red cameo,
Green snails, Sea cucumbers and good number of sea shells. The other marine resources
include sea mammals e.g. whale, sharks, Dung -Gong, Dolphin, notably seaweed, coral
reef, sea grass, beds and mangrove trees.
27
2.1.9 Economic infrastructures
2.1.9.1 Transport and communication
Kilwa district is accessible by a tarmac road from Dar es Salaam about 320 kilometres
away. However a stretch of 60 kilometres from Ikwiriri to Somanga is still a rough earth
surface road and a trouble shooter during the rainy season. All feeder roads are seasonal,
passable only by four wheel drive vehicle during the rainy season. Transport by sea
comprise of boats from Dar es Salaam Via Lindi to Mtwara, there also small boats, dhows
and all sorts of sea transport equipment sailing from various townships such as Mafia and
Zanzibar to Kilwa District. Kilwa is also accessible by air through chartered Cessna flights.
The airstrip is small and has an earth surface runway; as such it cannot accommodate
private companies such as Coastal air and tropical air, just to mention a few.
Commercial and trade facilities
Commercial and trade facilities are run by the private sector. Private businessmen operate
shops of various merchandise, restaurants, hotels, guesthouses, bars and kiosks. Supplies
are obtained from Dar es Salaam and Zanzibar by sea and road. There are also markets
where people meet daily to buy and sell essential commodities for day consumption.
Energy
The main source of energy is firewood obtained from wood forests and mangrove
forests. Firewood is used for cooking and drying fish. Electricity is available in 7 wards ;
Masoko, Singino- Kivinje, Kinjumbi, Tingi, Miteja and Songosongo areas; also generators
do produce energy to various capable persons as well as solar powers. Construction of
power station at Somanga to generate electricity from Songosongo gas and transmission
lines is now completed. This project provides the district with a reliable electricity supply.
Telecommunication
Kilwa is well served with telecommunication facilities which include those of TTCL, Zain,
Vodacom, Tigo, Halotel and Zantel. There’s also a post office at Kilwa, with internet
facilities.
2.2 District Economy
2.2.1 Economic Sectors
The economy of Kilwa district hinges on crop production, livestock keeping, fishing,
trade and to a very limited extent on industrial activities. Like in most districts in
Tanzania, Most of Kilwa residents draw a substantial amount of income and food from
small holder cultivators. The most popular crops are cashew nuts, simsim and coconuts.
2.2.2 Agriculture
Agriculture is the main economic activity in Kilwa district engaging 81% of the total
labors force. Major crops grown are coconuts, cashew nuts and sesame, as the main cash
28
crops, and sorghum, cassava, maize, paddy, sweet potatoes and cowpeas as main food
crops. Other crops grown include pulses, mangoes, citrus and vegetables. Intercropping is
widespread and often results in complicated cropping patterns. Yields for most crops are
generally low compared to the land potential and climate.
2.2.2.1 Constraints to Agricultural Production
The main constraints to agricultural production include insufficient agricultural extension
officers, pests and insects (mainly aphids, stalk borers, cassava mill bugs), vermin
(monkeys, warthogs, wild pigs and elephants) and low purchasing power of farmers.
Unreliable rainfall does affect production from time to time. It is also true that lack of
arable and fertile land is becoming a problem in the district especially in coastal areas.
2.2.2.2 Crop Markets
Marketing of agricultural products is constrained mainly by bad roads particularly during
the rainy season and low prices offered by businessmen in the free market.
2.2.2.3 Irrigation
The area with potential for irrigation is estimated to be 4332 ha, however only 80
(1.8%) Ha are currently irrigated. Matandu valley is one of the best agricultural areas
which cover 3,552 Ha. With an exception of Makangaga, no reasonable attempts have
been made to exploit the agricultural potentiality of this valley.
2.2.3 Livestock
2.2.3.1 Livestock Population
Kilwa people are traditionally non livestock keepers save for small stock of goats and
poultry kept by the local communities. In 1996, Kilwa district had 1,436 cattle, 4,879
goats and 5000 sheep. In the past two years pastoralist and agro pastoralist have
migrated in Kilwa from the northern and western circuits in the country, bringing with
them large herds of cattle. In 2006 alone Kilwa district received 11,902 cattle, 313 goats
and 143 sheep from Mbeya region. This has brought the number of livestock kept in
Kilwa today to be 12,336 cattle, 5,192 goats and 5,143 sheep. 5,000 more cattle are on
the way coming. Table below shows the distribution of newly received livestock in Kilwa
district.
2.2.3.2 Livestock infrastructure
Meanwhile the livestock infrastructure existing in Kilwa district includes two dips, two
crushes and two holding grounds located at Mtanga Prison detach and Marendego
village. The latter was intended to be a check point for all livestock entering the district
from the Coast region and elsewhere in the country. In shot the level of livestock
infrastructure in the district is very low compared to the existing number and distribution
of livestock.
29
2.2.4 Fishing
Fishing is one of the major economic activities of the residents of coastal areas of Kilwa
district. The major problem of the fishing sector in Kilwa is lack of modern fishing gears
and technology. They still use primitive fishing methods. They need assistance for
getting modern tools of fishing in order to raise their method of fishing as well as income
The coastal fisheries, which support around 1905 fishermen and 982 fishing vessels is
almost entirely dependent on traditional methods and gear (artisans fishing) including
boats, mashuas, daus, ngalawa and dung out Canoes. An estimate of fish catches from
fisheries department in 2016 totalled 29,460 tons.
Fish buyers from Dar es Salaam using engine boats with cooling facilities visit Kilwa fish
landing sites to buy fish. Marketing of fresh fish is confined to coastal villages and urban
centers of Kilwa district; otherwise the majority of fish caught is dried or smoked before
being sold to upland villages within the district and Lindi region as a whole. Commercial
fishing, particularly the prawn’s trawlers trawling along the Coastal waters of Kilwa
district has specialized in prawns which are exported outside the country
2.2.5 Trade/Business
Apart from agriculture, there are groups whose main activity is trade / business. They
either purchase goods within the region or outside the region such as Mtwara, Dar es
Salaam and Morogoro. In order to raise capital they either contribute among themselves
or seek loans from several institutions which provided loans to them.
2.2.6 Wildlife
The North West part of Kilwa district lies within Selous Game reserve. The reserve is
under direct control of the central government. Outside the reserves the concentration of
game occurs in Nanjirinji and Njinjo. Game controlled areas such as River Nyange
famous for hippopotamus have been established in Kilwa district. Elephants and other big
game such as hippo are found also along the coast particularly around Marendego village
and Kilwa bay. Wild pigs and monkeys are wild spread in villages and pose a significant
constraint to agricultural production.
2.2.7 Beekeeping
Beekeeping is becoming an income generating activity among small scale honey/bee wax
producers in Kilwa district. Both the mangrove forests and Miombo forests have the
potential to produce high quality honey and beeswax.
2.2.8 Tourism
Kilwa district has a high potential for eco-tourism and game viewing tourism. The
attractions under the legal authority of the Antiquities Department include all ruins and
monuments found on Kilwa Kisiwani, Songo Mnara, and Sanje ya Kati, Kilwa Kivinje and
30
other various areas found in the vicinity. In addition, the caves found at Kipatimu are
also included as protected areas under the Antiquities Act. Other natural attractions, such
as the “hippo pool” at River Nyange and the extensive mangrove forests throughout the
area, are under different management regime. Marine resources including mangroves
forests, coral reefs and sand beaches have attracted a number of tourist investments in
Kilwa.
Opportunities exist for local communities to participate directly in tourism. These include
provision of transport services, food and beverages services, tour guide services,
handcraft and cultural displays. Tourism development is both labor intensive and capital
intensive. Provision of services by the local community shall be through family labor;
however, high input investment is required to provide accommodation and tourist
infrastructure including improvement of labor, airfield, roads, water supply and
electricity. These at present are constraining development of the industry.
2.2.9 Sources of Income to the Council
The Kilwa District Council has three main source of income. The sources include, own
source, government grants and development partners.
2.2.9.1 Own Source
Own source is simply defined as income generated by local authorities through their own
initiative. The main sources of income used by Kilwa District council include:
Cess for livestock, timber and agriculture produce;
Various taxes (property and land taxes);
Different fees such as slaughtering fees, medical examination fee, muzzle loading
gun license fee, bd application fee and rental fee;
Business levy such as hotel, shop, market, agriculture and service
Other revenues from various licenses, fines, etc
2.2.9.2 Government Support
Apart from revenue generated from own sources, Kilwa District Council also receives
revenue from government to finance the following:
Personal emolument;
Primary and secondary school development projects;
Basket fund to support development programmmes/budgets
Road fund
Capacity building fund
Women development fund
Youth development fund
Compensation fund
31
2.2.9.3 Development Partners Support
Kilwa District council receives financial support from various development partners in the
year 2008 as follows:
USAID- Provide support in health sector through global fund;
Participatory Forestry Management-PFM
GIZ
Save the Children
EGPAF
ICAP
Equip – Tanzania
2.2.9.4 GDP and per Capita GDP (Gross Domestic Product)
Kilwa District Council, like other councils of Lindi region, has never computed its GDP
since established. Nevertheless, Kilwa District Council makes significant contribution to
the regional GDP and per capita GDP. The National Accounts of Tanzania Mainland
2001 – 2011, 2012 shows that Lindi region’s share of the national GDP was 1.84 per cent
in 2009, equivalent to Tshs. 501,001 million. However, the average per capital income is
estimated to Tshs 650,000/= per year.
Ethnic Groups
The major tribes found in Kilwa District are Matumbi, Ngindo and Mwera; Matumbi is
the dominant ethnical group on which farming is their main activity, while others are
mainly small Livestock keepers of poultry, Cattle, goats and sheep. Normally, both
involves in agriculture, livestock keeping and fishing activities.
Cultural Aspect
Culture is the total way of life. In Kilwa District cultural practices includes polygamous
marriage system, martini society and female genital mutilation (FGM) practices which
causes high bleeding problem during delivery process and some time lead to death,
spread of HIV/AIDS due to use of local and unsterilized tools. Shortly, these have
negative impacts into various efforts of development.
Also, there is other cultural aspect whereby during funeral ceremonies, there are special
elders who are selected and are given responsibility to give history of the deceased
person to the community members who participate on funeral ceremonies. There are
various types of traditional food which are available to the village such food include stiff
porridge (Ugali), Mlenda and Ng’onda.
The dominant religious are Islamic and Christianity and some members have their own
beliefs. The dominant language is Kiswahili and Ngindo through other local vernaculars
32
are widely spoken. Also, there is traditional dances done during initiations ceremony
from June (6) till September (9) Jando and Unyago.
2.3 SOCIAL SERVICES:
2.3.1 EDUCATION FACILITIES
As of September 2017 the District had 108 Pre and Primary schools, and 27 Secondary
Schools making a total of 135 educational institutions. The government owned
institutions are 134 and the remaining 1 belong to the private sector. The existing primary
schools have 52,127 pupils and teachers are 787. Teacher houses are 302, classrooms 749
and desks 11,191. The existing secondary schools have 6,056 students and 310 teachers.
Teacher houses are 83, classrooms 232, chairs 6,049 and 5,965 tables.
School Enrolment
Net enrolment rate is defined as a number of children aged 7 – 13 who are attending
school divided by the number of children in that age group i.e. 7 – 13 years is the official
primary school age in Tanzania. There has been increase in the net enrolment rate since
2010, which was.....% compared to ......% in year 2017. Urban enrolment rate also had
risen from ....% in 2010 compared to ...% in 2017. Net enrolment rates were also
significantly higher in urban than in rural areas.
2.4 HEALTH FACILITIES
2.4.1 HEALTH SERVICES:
The Health sector in the District provides curative, preventive, rehabilitative and
promotive health care. The curative services are provided in Hospitals, Health Centres,
Dispensaries, Mobile health Services and Referrals. The District has 55 health facilities of
which 2 are hospitals out of which one belongs to the government and the second one
belongs to missionaries, 5 health centers and 48 are dispensaries. The following table
indicates the type, number and ownership of the health facilities available in the District.
There’s 14 doctorS( Medical doctor and Assistant medical officer) in the whole of Kilwa
district. There are only 22 clinical officers fromdispensaries and health centres. There are
also 30 Assistant nursing officer distributed in various dispensaries and heath centres
supported by a number of 59 nurses distributed in the whole district both female and
male nurses.
TABLE 2.5 INVENTORY OF HOSPITAL, HEALTH CENTRES AND DISPENSARIES
S/N TPYE
OWNSHIP
TOTAL GOVERNMENT PRIVATE
1 HOSPITAL 1 1 2
2 HEALTH CENTRES 5 0 5
3 DISPENSARIES 48 0 48
TOTAL 54 1 55
33
Source: DMO – Health Report 2017
2.5 WATER DEPARTMENT 2.5.1 WATER AND SANITATION The source of water supplies in the district is mostly through a multitude as shallow wells,
Boreholes fitted with submersible pumps, gravity, schemes, local wells and water harvest
facilities. Ground water supplies in some areas are favourable for boreholes and shallow
wells which are for domestic use but in other areas ground water contain some dissolved
minerals which make it not suitable for human consumption. The number of rivers
flowing throughout the year is very small, and thus very little people depend on surface
water from rivers.
The district has 420 water projects operating under different technology in which 357
are Shallow wells fitted with hand pump, 31 Boreholes fitted with hand pump and
motorized pump and 1 gravity scheme. Out of 357 of shallow wells fitted with hand
pump in Kilwa District only 205 are functioning while others 152 are not working
properly and out of 31 boreholes fitted with hand pump 30 are working properly while
only 1 borehole fitted with hand pump is not working properly. Currently the water
supply coverage in the district is 52% in which the table below shows water sources and
number of people who are getting clean and safe water.
Table 1: Water Projects based on Technological Options in KDC
Pro
jects
catego
ry
Gravity
Die
sel
Petro
l
Shallo
ws
Bo
reho
les
To
tal
Po
pulatio
n saved
%
Working
Projects
1 25 5 205 30 266 80,550 43
N/Working
Projects
0 1 0 152 1 154 0 0
Total 1 26 5 357 31 420 80,550 43
Source: Water Department – KDC (2017)
2.6 Economic Infrastructure:
2.6.1 Roads The economic infrastructure of the District is still undeveloped. The road network linking
the region with its neighbours (Lindi District council, and Rufiji) is relatively good. The
Council has a total of 1,295 kms of roads network in the following distributions:
National Roads: Tarmac Roads 145 Kms and Earth Roads 20 Kms,
Regional Roads: Tarmac Roads 30 Kms, Gravel Roads 262 Kms, Earth Roads 44
Kms,
District Roads: Gravel 51 Kms, Earth 548 Kms.
34
Out of those roads … Kms of Regional roads and ………. Kms of feeder roads are not
easily accessible during rainy season, and usually create transport complications for the
Town dweller from Central Business District to their place of residences.
Bajaj’s the main Public transport used by many residents in Kilwa District. Currently,
there are about 120 Bajaj and 200 motorcycles operating in Kilwa. The construction of
up regional transport Bus Terminal at Nangurukuru has also continued to improve. Very
soon the improvement had enabled the terminal to serve outgoing and incoming Buses
and other vehicles from 200 per day.
Peoples Occupation:
Kilwa District is endowed with economic potentials in business transactions. The two
sectors contribute over 80 percent of the District economy and employs about 90
percent of the workforce in the District. The major productive sectors include agriculture,
livestock, fisheries, forestry, Tourism, tourism, mining and industries. However, Poverty
and Human Development Report (PHDR) of 2015 indicated that about 20 percent of
Kilwa residents were living below poverty line.
2.7 REVIEWS OF PREVIOUS STRATEGIC PLAN OF 2012/13- 2016/17
2.7. 1 INTRODUCTION
KDC is among of the six councils found in Lindi Region in southern Tanzania. Kilwa
District is theone among the 50’s in Tanzania Mainland, which started to implement
Public Service Reform Programs which were launched by the Government in early 2000.
In 2008 Kilwa District produced its first Strategic Plan which was implemented from
2007/08 2010/11 and the 2nd
Strategic Plan which was implemented from 2012/13-
2016/17. The implementation of the SP recorded some achievements, constraints and
lessons learnt for each objective as stipulated in the 2016/17 SP through a Performance
Review critically done by the Institution. The chapter also gives a brief summary of the
results of the Stakeholders Analysis showing the stakeholders, services that are offered to
them; and finally the SWOC Analysis. After organizational scan areas for improvement
were identified and critical issues will be addressed in the next plan.
2.7.2 APPROACH ADOPTED IN PREPARATION OF THE PLAN:
The preparation of this Strategic Plan is in accordance to the requirements of Act No. 9
of 1982 which requires LGA’s to prepare three years Strategic Plans to be used as
guidelines during preparation of MTEF plans and budgets. In response to the Locally
Identified priorities of service delivery and normal routine of annual reviews conducted
35
by communities through opportunity and obstacles to Development (O & OD) in a
participatory manner; the five years Strategic Plan was formulated.
SP involved all stakeholders from the different sectors of the District Council particular
capacity building for District Council’s staff including DED, DPLO, DHRO, DT, DCDO,
DAICO, DNRO, DLO, DCO, DWE, DE, DMO, PMU and other representatives from all
Sections and Units. The SP draft document was shared in a District consultative meeting
with stakeholders; comments were incorporated and later submitted to the DCC for
deliberations and approval.
2.7.3 THE PURPOSE OF THE STRATEGIC PLAN
The Strategic Plan developed clarifies institutional priorities and unifies the staff in the
pursuit of shared objectives. It will also provide an opportunity to address fundamental
questions, to focus away from day to day operations, and to take initiatives to improve
performance.
2.7.3.1 THE MAIN PURPOSES OF THIS STRATEGIC PLAN ARE:
To improve performance
To improve transparency & communication between management, employees
and stakeholders
To establish priorities for efficient and effective resource allocation
To create more relevant institutional structures
To increase levels of institutional, departmental, and individual accountability.
Inform our stakeholders on what we want to achieve as KDC within short and
long term period;
Provide and clarify priorities for efficiency and effective resource allocation to
meet stakeholder’s expectations.
2.7.4 LAYOUT OF THIS PLAN
The plan is presented in four chapters, chapter 1: introduction and methodology, while
chapter 2 reviews of previous strategic plan of 2007/8 – 2010/11 -situation analysis,
current mission, vision and core values, mandate, roles and functions, performance
review of strategic objectives, stakeholder analysis, SWOT/C analysis which draws out
the strengths, weaknesses, opportunities, threats and critical/key issues facing the council
during the period. Chapter 3: SP 2012/13- 2016/17 -vision, mission, core values,
objectives, strategies, targets and key performance indicators. Chapter 4: Result
framework, monitoring and evaluation plan.
Annex 1: Organizational chart, the council’s organization structure is presented
Annex 2: Strategic plan Matrix.
36
2.7.5 THE MAJOR ROLES AND FUNCTIONS OF THE DISTRICT COUNCIL
The major roles and functions of District Council are as follows:-
Execute the function of the Government within the area of theDistrict.
Determine the specific direction of efforts in implementing the general policies of
the Government in the District.
Discharge of such other functions and duties as conferred or imposed upon him by
or under this Act or any other written law.
Consider and provide advice to LGAs (Wards and Villages) regarding to their
development plans.
Provide advice to any interested party on economic and development affairs in
the District.
Consider reports and advice the government on national development project,
programmes and activities affecting or relating to the District.
Consider reports and advice on the activities of Parastatals and cooperative
societies and other non- governmental organizations in theDistrict.
Discharge any other functions which the Minister may direct in respect of all or
any consultative committees
Facilitate the work of the Government generally
Facilitate the promotion, development fostering and upholding of local
government and the realization of the goals and targets of LGAs in relation to
national development.
2.8 VISION AND MISSION
2.8.1 VISION STATEMENT:
Kilwa District Council aspire a better and sustainable life to its residents.
2.8.2 MISSION STATEMENT:
Kilwa District Council, in collaboration with its stakeholders, intends to facilitate efficient
and effective provision of sustainable socio-economic services to its residents.
2.9 PERFORMANCE REVIEW
Monitoring of the SP implementation during period 2012/13-2016/17, the following were
registered as achievements and constraints under different set objectives and targets.
From the performance results and status, it has also been possible to draw up lesson.
Objective A:HIV/AIDS infection reduced and services improved
Planned targets
1. Awareness on HIV/AID in the District increased from 60 % to 80% by June 2017
2. Participation of multsectoral committees in 20 wards enhanced by June 2017
Achievements by September 2017
37
Various interventions were undertaken which led to the following achievements:
To conduct training on HIV/AIDS in 40 villages by using printed leaflets by June 2017
HIV and Drama group performed in 18 villages.
Health education to 14 groups of people living with HIV/AIDS to reduce stigma
and discrimination conducted.
3 days orientation workshop on reduction of HIV/AIDS new cases infection to 30
Chairpersons and 30 VEOs conducted.
The Public sensitized on HIV and AIDS through mobile cinema van.
Commemoration of World HIV/AIDS Festival day facilitated.
Nutritional and financial support provided to 400 needy people with HIV/AIDS
400 orphans supported with school fee and other facilities.
Nutritional and financial support provided to 2 Primary Education staff affected
with HIV/AIDS.
Advocacy and political commitment strengthened to 20 leaders.
District and community HIV/AIDS response strengthened in 48 villages, Ward and
District level
Risk HIV/AIDS infection among venerable groups reduced from 8% to 4% in 20
villages
Social support of PLHIV, MVC widows and widowers in 30 villages facilitated
Council HIV/AIDS comprehensive Plan Implemented
HIV/AIDS prevention, treatment and care sensitization increased from 80% to
90%
Capacity building on ART to health staff working in CTC increased from 60% to
80%
Organization structure and management straightened from 65% to 80%
Drugs and medical supplies in 10 ART clinic improved from 80% to 95%
HIV/AIDS knowledge and skills to health staff updated from 80% to 90%
Pregnant women attending at least 2nd ANC visits increased from 42 to 65%
80% of all HIV + ye pregnant women delivered at H/Fs
HIV Positive pregnant women receiving prophylaxis during and increased from 16
to 25 And during L&D increased from 42 to 65
Highly effective PMTCT regimen provided to all HIV positive pregnant women
attending HFs in accordance to national
Care and treatment services provided to all eligible HIV positive procreant
women & HIV infected children
HMIS improved from existing 75to95 in Kilwa District by June 2012 (CHAI)
Availability of health commodities improved in all Health facilities in Kilwa.
CCHP prepared and reported according to Guidelines By all Districts of Lindi
Improved capacity of health care workers to diagnose and treat HIV /AIDS in
Children
38
Strengthened the linkages between facilities based services and community based
activities
Increase coverage of quality of health services from 55% to 80% for children
under five years old in the project areas by June 2012 (SAVE CHILDREN)
Health infrastructure services management improved from 22% to 30%
Organization structure and management straightened from 65% to 70%
Drugs and medical supplies in 10 ART clinic improved from 80% to 90%
HIV/AIDS knowledge and skills to health staff updated from 80% to 85%
Pregnant women attending at least 2nd ANC visits increased from 42 to 60%
75% of all HIV + ye pregnant women delivered at H/Fs (CHAI)
HIV Positive pregnant women receiving prophylaxis during and increased from 16
to 25 And during L&D increased from 42 to 65
Highly effective PMTCT regimen provided to all HIV positive pregnant women
attending HFs in accordance to national guideline
Care and treatment services provided to all eligible HIV positive procreant
women & HIV infected children.
85% of HIV exposed infants receive confirmatory test DNA/PCR or HIV
Antibodies test.
HMIS improved from existing 75 to 85 in Kilwa District
CCHP 80% prepared and reported according to Guidelines By all Districts of
Lindi.
Improved by 65% capacity of health care workers to diagnose and treat HIV
/AIDS in Children
Strengthened by 62% the linkages between facilities based services and
community based activities
Increase coverage of quality of health services from 55% to 70% for children
under five years old in the project areas
Health infrastructure services management improved from 22% to 26%
Constraint
The major constraints in achieving the above objective were:
i. Continuation of HIV/AIDS education.
ii. Reluctance of workers to attend VCT service.
iii. Stigma phobia
i. Poor working environment
ii. Inadequate quality social service delivery
iii. The willingness of people to change their behaviour it is an ear marking
question
iv. The machines requires regular service as new technology introduced
v. Awareness of people on HIV/AIDS is higher though are not prepared for
testing
39
Way Forward
Reduce prevalence rate from 2.3 to 0
KDC workers to work out more sensitization plans.
Provide adequate care and support to staff affected with HIV and AIDS
Need for continuous capacity building:
Availability of HIV/AIDS Fund
Monitoring and evaluation
To ensure Kinyonga l Hospital and other Dc staff aware of HIV/AIDS, protection
means, stigmazation and care to PLHIV
To ensure that service on HIV/ activities is provided for the DC
Objective B:National Anti-Corruption Implementation Strategy Enhanced and Sustained
Planned targets
1. 120 stakeholders educated on the effects of petty and grand corruption by June
2017.
Achievements
During the implementation period, quarterly and annually monitoring reports registered
the followings as achievements:
4 days awareness training to 120 stakeholders on the effects of petty and grand
corruption conducted by June 2017
District ant corruption plans prepared by June 2017
Constraints
The major constraints in achieving the above objective were:
i. High crime rate in the District
ii. Incomplete projects
iii. Highly living costversa employeesalary.
iv. Low adherenceto laws andregulations bycustomers
i. Problems of crosscutting issues such as HIV/AIDS, disasters, environment,
corruption etc.
ii. Inadequate quality social service delivery
Way Forward
Reduction of corruption
Reduced number of complains.
improved Standards of service delivery
improved organisational image
Adherenceto laws andregulations bycustomers
40
Need for continuous capacity building:
Monitoring and evaluation
OBJECTIVE C: Access to Quality and Equitable Social Services Delivery Improved
Planned targets
1. Working spirit to all KDC staffs improved from 80% to 90% by the year 2017
2. Social services in the District improved from 80% to 95% by the year 2017
3. Skills development for councillors and staffs in the district enhanced from 52% to
78% by June 2017
4. Professional career development to KDC staffs improved from 45% to 65% by
June 2017
5. Working condition for KDC staffs improved from 80%to 90% by June 2017
6. Working environment to 4 department staffs improved from 78% to 90% by
June 2017
7. Physical Infrastructures (Roads, water, health and schools) in rural areas improved
and expanded from 45% to 75% June 2017
8. All ongoing projects in the district completed from 75% to 100% June 2017
9. Council infrastructures increased from 70% to 85% by June 2017
10. Participatory planning, Budgeting, monitoring and evaluation systems ensured by
June 2017
11. Participatory planning, Budgeting, Monitoring and evaluation systems ensured by
June 2017
12. Secondary school buildings and furniture increased from 68% to 80% by June
2017
13. Carrier development for internal Auditors provided from 70% to 80% by June
2017
14. Accounting policies, financial regulations and accountabilities adhered from 75%
to 90% by June 2017
15. Revenue collection improved from 70% to 85% by June 2017
16. Service delivery increased from 80% to 85% by June 2017
17. Working efficiency for 60 staff increased from 60 % to 85% by June 2017
18. Talents of players enhanced from 40% to 56 % by June 2017
19. Enrolment rate for standard one pupils increased from 6398 to 7110 by June 2017
20. Examination pass rate of pupils increased (1) STD IV from 73% to 90% (2) STD
VII from 49.62% to 56 by June 2017
21. Working efficiency for 732 workers increased from 60% to 85% by June 2017
22. Service delivery increased from 65% to 75% by the year 2017
23. Examination pass rate of students increased (I) form II 52% to 66% (II) form IV
73% to 80% by June 2017
24. Creation of favourable working condition to 22 staffs improved from 80% to
90% by June 2017
41
25. National Festival facilitated by June 2017
26. Village with operation land use plan increased from 35 to 40 by June 2017
27. Capacity of departmental staffs, DWST and WATSAN committee enhanced on
various skills June 2017
28. Participatory planning, implementation, monitoring and evaluation ensured June
2017
29. Proportion of rural population with access to clean and safe water increased from
40% to 75% June 2017
30. Working environment to Finance Administration staffs improved from 76% to
85% by June 2017
31. Working efficiency to final Account staffs improved from 75% to 85% by the
year 2017
32. Payment disciplinary improved from 80% to 95% by the year 2017
33. Revenue Collection improved from 80% to 98% by the year 2017
34. Procurement discipline in the District increased from 75% to 90% by the year
2017
35. Conducive working environment to trade office ensured from 50% to 70% by
June 2017
36. Increase OPV 0, from 68% to 75% by June 2017
37. Increase trained health workers in HF's on IMCI from 30% to 40% by June 2017
38. Increased ANC Attendance for four visits from 64% to 90% by June 2017
39. Basic EMOC in Health centre and dispensaries provided from 64% to 90% by
June 2017
40. Increased modern contraceptive prevalence rate from 25.5% to 30% by June
2017
41. Increased number of health facilities provide essential newborn care from 1 to 4
HF's by June 2017
42. Severe Malnutrition reduced from existing 5% to 3% by June 2017
43. Malaria prevalence reduced from 42% to 38% by June 2017
44. Number of HF's implementing and reporting Collaborative TB/HIV increased from
existing 7 to 11 diagnostic centres by June 2017.
45. Increased numbers of HF’s provide STI/HIV-AIDS services from existing 46% to
76% by the year 2013.
46. At least 50% to HIV exposed babies receive HIV testing within the first 18 Months
of life (DNA,PCR or Antibody test)
47. 7 HF's establishment with basic equipments, medicines and medical supplies by
June 2013
48. 7 HF's established with basic trauma /injuries equipments, medicines and medical
supplies by the year 2017
49. 20 HF's established with basic mental health equipments, medicines and medical
supplies by June 2017
42
50. Health facility provide emergence oral service increased from 1 to 5 by June 2017
51. At least 80% of eligible population are covered in mass NTD medicine
administration campaign by June 2017
52. Sewerage services(liquid waste collection) increased from 17% to 30% in urban
councils area by June 2017
53. Collection and disposal of solid waste increased from 15% to 25% June 2017
54. Vector breeding sites reduced from 72% to 40% at facility level June 2017
55. Vulnerable children in community areas reduced by June 2017
56. Number of children living in vulnerable environments reduced by 15% June 2017
57. Number of mental recited diseases reduced by 10% by June 2017
58. At least 200 numbers of poor and vulnerable older people, identified, supported
and enrolled in pre-payment, exemptions and waivers schemes and socially
rehabilitated and settled by June 2017.
59. MVC adolescence trained on life skills and provision of youth-friendly
reproductive health services by June 2017.
60. The number of health workers increased from 52% to 82% by June 2017
61. Human resource for health gaps are identified by June 2017
62. Skilled health staffs increased from 26% to 36% by June 2017
63. Number of health facilities with staff houses increased fro 47 to 50 by the year
2017.
64. LP gas cylinder protected from 0% to 50% by June 2017
65. 100% of health facilities are supervised and supervision reports copied to facility
in charge by CHMT or cascade supervisors in quarterly bases by June 2017.
66. All health Facilities by levels have at least 80% constant supply of medical and
diagnostic supplies medicines, vaccines, and hospital equipments by
67. 100% of HFGCs, CHSB have facilities planned activities by June 2017.
68. Council has functioning CHSB and HFGC by 100% by June 2017.
69. All Hfs by level have at least 80% constant supply of medical and diagnostic
supplies, medicine, vaccines and hospital equipments by June 2017.
70. Every community member accesses a health facility services which is equipped
according to national minimum standard requirements by June 2017.
71. 20% of traditional practitioners and healers adhere to national guideline by June
2013
72. All traditional practitioners and healers adhere to National guideline
73. Every community member accesses a health facility services which is equipped
according to national minimum standard requirements by June 2017.
74. All health facility have functional HMIS including HRIS by June 2017
75. Over 50% of vulnerable community sensitized on impending health emergencies
by June 2017
76. Over 50% of vulnerable community sensitized on impending health emergencies
by June 2017.
43
77. Over 50% of vulnerable community sensitized on impending health emergencies
by June 2017
78. Council health facilities adhere to school health programme guideline by year
2017
79. Council health facilities adhere to school health programme quadrille by year
2017
80. All traditioners and healers are geographically located by June 2017
81. 20% of traditional practitioners and healers adhere to national guideline by June
2013
82. All traditional practitioners and healers adhere to National guidelines
83. Service delivery increased from 60% to 75% by the year 2017
84. Secondary school buildings and study materials increased from 56% to 75% by
June 2017Quality of Health services improved from 77% to 80% by the year
2017
85. Conducive working environment to 8 staffs ensured from 76% to 90% by June
2017 Working spirit to all Masoko Township Authority staffs improved from 15%
to 40% by the year 2017
86. Social services in Masoko Township Authority improved from 15% to 40% by
June 2017
87. Smooth running of DLNREO office improved from 60% to 70% by June 2017
Achievements
Classroom pupil’s ration improved from 1:66 to 1: 50 by June 2017
Pupils desk ration improved from 1:5 to 1:3 by June 2017
Latrines pupils ration for girls improved from 1:50 to 1:33 by June 2017
Latrines pupils ration for girls improved from 1:70 to 1:42 by June 2017
Text and supplementary pupils book ratio increased by 20% by June 2017
Pre-Primary schools increased by 10% by June 2017
Numbers of Pupils drop out in primary schools decreased by ....% by June 2017
Numbers of Pupils drop out in Secondary schools decreased by ...% by June 2017
Average attendance per year in primary schools and secondary schools improved
from 70% to 85% by June 2017
Completion rate in primary schools increased by ...%
Registration of standard one (I) improved by ...% by June 2017
Secondary school education joining rate increased by ....%
Truants and dropouts rate decreased from..... to..........
Adult learners attendance rate increased by ....%
Teacher’s housing ratio improved from ....... to.........
Number of sports and games organization increased from..... to....
Refuse collection and disposal improved by ...%
Liquid waste management improved
44
Health Infrastructure services management improved from 22% to 30% by the
year 2017
Outreach services increased ....... to.........
Delivery by trained nurses increased from ...... to........
Maternal mortality rate decreased from ...... to by June 2017
Patients attendance to OPD Health Centre and in dispensaries increased by ...%
Prevalence of water borne diseases decreased by ...% by June 2017
Inadequate drugs and medicines in Health facilities 55%
Inadequate ward office decreased from.... to.......
Provision of extension services to farmers increased from ... to ... by June 2017
Farmers income through Horticultural crop production increased by.... by June 17
Practice of good Governance at all administrative levels increased by...% by
june17
Working sprit improved to all staff from 70% to 80% by June 2017
…….. vacant posts filled against …………. available positions by June 2017
Social services in the District improved from 70% to 85% by June 2017
Council legal rights and enforcement of by-laws enhanced from 62% to 75% by
June 2017
Revenue collection through licensing increased from .......... to..... by June 2017
Market dues and fees collection increased from..... to..... by June 2017
Payment discipline improved from 80% to 95% by June 2017
Revenue collection improved from 80% to 98% by June 2017
60% of ICT equipment were procured and installed by June 2017
LAN installed and operational by June 2017
Manual filing system improved and now fingerprint is in used by June 2017
Website established and information on KDC activities has been posted by June
2017
…… POS procured and distributed to the taxes collectors by June 2017
Statutory meetings have been conducted by June 2017
Several land disputes and other complaints were attended andresolved by June
2017
Client service charter has been reviewed to allow it working effective by June
2017
Regular monitoring and supervision of projects have been conducted by June
2017
Regulations and guidelines for LGAs interpreted and disseminatedtimely by June
2017
National and International festivals were commemorated by June 2017
Constraints
The major constraints in achieving the above objective were:
45
i. Budget limited to ‘ceilings
ii. Poor working environment
iii. Incomplete projects
iv. Highly living costversa employeesalary.
v. Inadequate quality social service delivery
Way Forward
Motivated staffs
Improved Standards of service delivery
Satisfied clientele
Increase performance capacity (productivity)
Readiness to challenges
Collaboration in development increases ownership and effectiveness
Participation is the key to impact and sustainability:
Need for continuous capacity building:
Monitoring and evaluation
OBJECTIVE D: Quality and Quantity of Socio-Economic Services and Infrastructure
Increased
During the implementation period, quarterly and annually monitoring reports registered
the followings as achievements:
Planned targets
1. Business and Managerial skills in 47 co-operative societies strengthened from 80%
to 90% by June 2017
2. Conducive working environment to 3 staffs improved from 50% to 70% by June
2017
3. Conducive working environment to 19 staffs ensured from 77% to 90% by June
2017
4. Sorghum Production increased by 10% from the current 45% to 55% by June
2017
5. Participatory planning, implementation, monitoring and evaluation improved by
10% from the current 55% to 65% June 2017
6. The use of improved agricultural technologies increased by 10% from 35% to
45% June 2017
7. NaneNane exhibition and Entrepreneurship training to Farmers enhanced June
2017
8. Completion of ongoing projects of Agriculture and Livestock from the current
situation of 90% to 100% by June 2017
9. 794 Kilometres of Road Networks improved by June 2017
46
Achievements
900 kilometers of road net works improved by June 2017
Crop production increased from 60% to 70% through provision of Agricultural
inputs in the District by June 2017
Livestock produce processing industries in the District improved from 40% to
60% by June 2017
Construction of dispensary at Kisongo, Nambondo, Ngarambi, Kiswele and
Mwengei Village completed by June 2017
Construction of staff houses at Likawage, Kiranjeranje, Kisangi and Kikole
Dispensary completed by June 2017
Rehabilitation of staff houses at the headquarter completed by June 2017
Construction of staff houses at the headquarter completed by June 2017
Rehabilitation of Masoko Health centre phase I completed by June 2017
Construction of WEOs offices at Njinjo, Mitole, Pande and Lihimalyao completed
by June 2017
Construction of Teachers houses at Kilwa Day, Miteja, Nandanga, Njinjo
secondary school and Nandete primary school completed by June 2017
Construction of 8 secondary teacher's houses at Mingumbi, Kikole, Miguruwe,
Likawage, Songosongo, Njinjo, Nanjirinji and Kiranjeranje completed by June
2017
Constraints
The major constraints in achieving the above objective were:
i. Shortage of staff houses
ii. Poor working environment
iii. Incomplete projects
iv. Inadequate quality social service delivery
Way Forward
The following issues will need to be addressed during the next period:
Collaboration in development increases ownership and effectiveness
Participation is the key to impact and sustainability:
Need for continuous capacity building:
Availability of funding at critical time
Monitoring and evaluation
Importance of information and communication reforms
Objective E. Enhance Good Governance and Administrative Services
Planned targets
Revenue collection improved from 82% to 99% by June 2017
Payment discipline in the district increased from 81% to 96% by June 2017
47
Council meetings and administration obligations facilitated and improved from
80% to 90% by June 2017
Local government elections and festivals facilitated by June 2017
Human resource management improved by June 2017
Council legal rights and enforcement of bylaws enhanced from 67% to 75% by
June 2017
Working environment to finance administration staffs improved from 76% to
85% by June 2017
Working efficiency to final Accounts improved from 75% to 85% by June 2017
Payment discipline in the district increased from 81% to 96% by June 2017
Achievements
Various interventions were undertaken which led to the following achievements:
Full council Meetings facilitated by June 2017
Finance Committee meetings facilitated by June 2017
Economic Works and Environment Committee Meetings facilitated by June 2017
Education, Health and Water Committee facilitated by June 2017
Statutory Committee Meetings Conducted by June 2017
Working Environment to finance administration staffs improved from 85% to
95% by June 2017
Working efficiency to final accounts staffs improved from 85%to 95% by June
2017
Payment displinary improved from 96% to 100% by June 2017
Council revenue increased from Tshs……. to ….. by June 2017
Council legal rights and enforcement of bylaws enhanced from 67% to 75% by
June 2017
Procurement discipline in the district increased from 75% to 92% by June 2017
Good Governance and Administrative services in the District Improved from the
current 90% to 93% by June 2017
Working spirit to all Masoko Township Authority staffs improved from 15% to
40% by the year 2017
Working spirit to all Kivinje Township Authority staffs improved from 25% to
50% by the year 2017
Constraints
The major constraints in achieving the above objective were:
1. Budget limited to ‘ceilings
2. Poor working environment
3. Incomplete projects
4. Highly living costversa employeesalary.
5. Inadequate quality social service delivery
48
Way Forward
Motivated staffs
Improved Standards of service delivery
Satisfied clientele
Increase performance capacity (productivity)
Readiness to challenges
Collaboration in development increases ownership and effectiveness
Participation is the key to impact and sustainability:
Need for continuous capacity building:
Monitoring and evaluation
Objective F:Social Welfare, Gender and Community Empowerment Improved
Planned targets
1. Working environment to 22 staffs improved from 75% to 80% by June 2017.
2. National festival facilitated by June 2017.
3. Advocacy and political commitment strengthened to 20 leaders by June 2017.
4. Continuum of care, treatment and support to 900 people living with HIV/AIDS
improved by June 2017.
5. Social support of people Living with HI V/AIDS, MVC, widowers and widow in
20 villages facilitated by June 2017.
6. Coordination and management of HIV/AIDS intervention in 21 wards
strengthened by June 2017.
7. Council HIV/AIDS comprehensive plan implemented by the June 2017.
8. District and community HIWAIDS response strengthened in 40 villages, wards and
district level by June 2017.
9. Participation of multsectoral committees in 20 wards enhanced by June 2017.
10. Council legal rights and enforcement of bylaws enhanced from 67% to 75% by
the year 2017
11. Social support of people living with HIV/AIDS facilitated by June 2017.
12. Working environment to 22 staffs improved from 70% to 80% by June 2017.
13. National festivals facilitated by June 2017.
14. 4 Lower level community entrepreneurships development strengthened in 23
wards in the district by June 2017
Achievements by September 2017
Various interventions were undertaken which led to the following achievements:
Ageing issues integrated into the District development and basic social needs in 78
villages by June 2017
Albinism issues integrated into the District development and basic social needs in
78 villages by June 2017
49
National festival facilitated by June 2017
Training on entrepreneurships skills and knowledge facilitated to 50 women
groups by June 2017
5887 poor household empowered by providing relief fund by June 2017
Advocacy and political commitment strengthened to 20 leaders by June 2017.
Continuum of care, treatment and support to 900 people living with HIV/AIDS
improved by June 2017.
Social support of people Living with HI V/AIDS, MVC, widowers and widow in
20 villages facilitated by June 2017.
Coordination and management of HIV/AIDS intervention in 21 wards
strengthened by June 2017.
Council HIV/AIDS comprehensive plan implemented by the June 2017.
District and community HIWAIDS response strengthened in 40 villages, wards and
district level by June 2017.
Participation of multsectoral committees in 20 wards enhanced by June 2017.
Council legal rights and enforcement of bylaws enhanced from 67% to 75% by
the year 2017
Social support of people living with HIV/AIDS facilitated by June 2017.
Lower level community entrepreneurships development strengthened in 23 wards
in the district by June 2017
Training on HIV/AIDS in 40 villages by using printed leaflets conducted by June
2017
Strengthened the linkages between facilities based services and community based
activities by June 2017
Increase coverage of quality of health services from 55% to 80% for children
under five years old in the project areas by June 2017
50 women entrepreneurship groups were facilitated by Development Fund June
2017
Working environment to 25 staffs improved from 60 % to 70% by June 2017
Constraints
The major constraints in achieving the above objective were:
1. Budget limited to ‘ceilings
2. Poor working environment
3. Incomplete projects
4. Highly living costversa employeesalary.
5. Inadequate quality social service delivery
Way Forward
Motivated staffs
Improved Standards of service delivery
50
Satisfied clientele
Increase performance capacity (productivity)
Readiness to challenges
Collaboration in development increases ownership and effectiveness
Participation is the key to impact and sustainability:
Need for continuous capacity building:
Monitoring and evaluation
Objective H:Management of Natural Resources and Environment Enhanced and Sustained
1. PFM Concept facilitated in 43 villages led to establishment of 19 village land forest
Reserves and 24 Joint Forest Management Agreements signed improve
communities Livelihood in Kilwa District by June 2017
2. 100 Villagers trained on Development of Micro-economic Projects related to PFM
activities in Kilwa District Council by June 2017
3. Management of Natural Resources and livelihood of communities improved from
the current 35% to 45% by June 2017
4. Smooth running of DLNREO office improved from 60% to 70% by June 2017
5. Management and utilization of wildlife resources strengthened from 60% to 75%
by June 2017
6. Working spirit to thirteen staffs improved from 65% to 70% by June 2017
7. Illegal fishing practices controlled from 50% to 20% by June 2017
8. Aquaculture technology improved from 60% to 70% by June 2017
9. Extension services on fisheries activities facilitated from 40% to 60% by June 2017
10. Campaign on free planting awareness rose from 50% to 75% by June 2017
11. Administration costs for forest department facilitated by June 2017
12. Management and utilization of beekeeping products strengthened from 60% to
75% by June 2017
Achievement
6 VNRCs in forest surveillance by providing them with means of transport and
one set of camping gears Supported by June 2017
VNRCs in six villages with record keeping and receipt books for patrol and forest
harvesting documents by engaging 2 staffs for two days Supported by June 2017
3 user groups / carpentry groups in 3 Villages with modern tools for adding value
in forest products by engaging 2 staffs for 4 days each supported by June 2017
2 groups supported on marketing harvesting of honey product with 3000 packing
bottles and labels by engaging 2 staffs for 2 days by June 2017
DFO, DPLO and PFM team to attended 2 workshop and meeting relevant to PFM
matters for 5 each by June 2017
To facilitate DFT in monitoring and follow up of the implementation of VLFMPs
in 6 villages by engaging 2 for 4 days per village per month by June 2017
51
Constraints
The major constraints in achieving the above objective were:
1. Budget limited to ‘ceilings
2. Poor working environment
3. Incomplete projects
4. Highly living costversa employeesalary.
5. Inadequate quality social service delivery
Way Forward
Motivated staffs
Improved Standards of service delivery
Satisfied clientele
Increase performance capacity (productivity)
Readiness to challenges
Collaboration in development increases ownership and effectiveness
Participation is the key to impact and sustainability:
Need for continuous capacity building:
Monitoring and evaluation
3.6 PROBLEMS AND CHALLENGES AS A GENERAL
Key issues are priority problems the Council intends to deal within a given period of time
to fulfil its mission. The following have been identified as areas of improvement.
1. Student drop out
2. Shortage of staff houses
3. Inadequate teaching and learning material
4. Shortage of teachers in science subjects
5. Lack of school infrastructures
6. Poor working environment
7. Incomplete projects
8. Deforestation
9. Climate change
10. Unplanned training
11. Inadequate Performance Management System
12. Problems of crosscutting issues such as HIV/AIDS, disasters, environment,
corruption etc.
13. Inadequate quality social service delivery
14. Inadequate leadership and managerial skills (enhancing Human Resource
management)
15. Inadequate coordination of various or units line items in MTEF.
16. Low productivity among youths in the communities
17. Weak implementation of Human Resource Plan (e.g. staff of health facilities,
succession plan etc.)
52
18. Low promotion of tourism industry in the District.
19. Poor physical infrastructure
20. Inadequate health staff and infrastructures,
21. Poor sanitation,
22. Poor management of road by the community and council.
23. Lack of local Area network.
24. Weak coordination public – private partners
25. Income poverty.
3.7 WAY FORWARD
i. To educate the communities that they have the resources they need and the ability
to identify and use them in their own development, instead of thinking that the
resources will come from the government or external aid.
ii. To request the central government to effect timely disbursement of fund that will
enable timely completion of the planned undertaking and sources revenue in
order to realize adequate funds that will enable completion of planned activities
on time.
iii. To help communities to realize the importance of electing good leaders and
participating with the leadership in implementing activities and to cultivate a sense
of responsibility to their own development. Community should also realize the
importance of respecting laws, rules and regulations.
iv. To define responsibilities of communities, Government, NGOs, Development,
Partners and other key development stakeholders in funding, supervising and
managing community development.
v. To educate communities on the importance of environmental conservation in
development and consolidating community development.
vi. To establish favourable legal and economic environment which encourage
promotion of related ventures / activities?
vii. To ensure that all community development plans and activities are gender
sensitive.
viii. To ensure that people participate fully in identifying formulation, implementing
and evaluating development plans.
ix. To establish close and sustainable cooperation between all institutions concerned
with community development.
x. Raising community’s advocacy for participation in implementation of projects to
ensure that identified projects are sustainable.
xi. Ensure cost effective to accommodate price changes.
53
3.8 LESSONS LEARNED
The council have been implanting strategic plan with Local Government Reform
Programme I phase 1 since in 1999. Some of the functions of the Sectoral Ministries have
been devolved to the council level.
A few lessons were therefore learned from experiences gained from relating with the
previous sectoral ministries and currently delegated functions under devolution by
decentralization. These include:
Collaboration in development increases ownership and effectiveness:
The involvement of major actors and interest groups indevelopment planning enhances
ownership, effectiveness, andsustainability, and reduces the duplication of effort.
Programmes andprojects should therefore support the collaboration of different agencies
andstrengthen this to tackle long-term development challenges.
Participation is the key to impact and sustainability:
Participatory processes increase ownership of development activities, creating capacity
among communities and leading to the replication of activities.
Need for continuous capacity building:
Continuous capacity building is important in enabling staff, communities and groups
to identify, plan, implement, procure and handle funding from donors and manage
sustainable micro-projects which address their priority needs. Continuous capacity
building should be built into project design and budgets.
Availability of funding at critical time:
Timely release of funds, from either government or donor, is crucial for effective
project management and meeting development targets.
Monitoring and evaluation:
Lack of an effective monitoring and evaluation system can seriously affect the impact
of a project on its target group. Special attention must be given to strengthening the
role of M&E as a management aid, and to permit systematic assessment of
performance and impacts. The M&E system should apply participatory approaches.
Importance of information and communication reforms:
Information flow is critical for all forms of development. Hence the council has to
establish a website, network its information systems, and computerize and centralize
all its information in order to improve communication and information flow. Above
all, there is need for capacity building across the board/council in areas of information
technology.
54
3.0 STAKEHOLDER’S ANALYSIS:
3.1 NAME OF KEY STAKEHOLDERS
Kilwa District Council has Twenty Two (22) key stakeholders which include Ministries,
Public Institutions, Civil Society Organizations (NGO’s FBO’s and others), Development
Parters, Political Parties, General Public, Employees, Media and Private Sectors. Summary
of our main WHOS, WHAT'S and the potential impact of not meeting their expectations.
The stakeholders’ analysis was based on activities conducted by the council and
information as part of interaction with them.
3..2 LIST OF MAIN STAKEHOLDERS:
The following is a list of stakeholders
1. Local Community
2. Regional Secretariat
3. Sectoral Ministries
4. PMO-RALG
5. Civil society Organizations (NGO, CBO, FBO)
6. General Public/ Community
7. Institutions
8. Investors
9. Development Partners
10. Employees and (families)
11. Politicians/councillors
12. Researchers – Local and Foreign,
13. Business Communities
14. Trade Unions and trade associations
15. Media organs
16. National Audit office
17. Political parties
18. TRA
19. Financial Institution
20. PCCB
21. Police
22. Private Sector
3.3 STAKEHOLDER ANALYSIS
The role of the Kilwa District Council to its stakeholder and their expectations are
summarized below
Stakeholders’ analysis
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
55
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
1 Local
Community
Timely quality service delivery
Good governance
Peace and stability
Receive improved farm
implement in time.
Access to market information
Extension services of community
development based on gender
and children
Water borne diseases will decrease
Women will have more time in
economic activities and children
will have time for private study
Timely service delivery
Low compliance in
supporting
development
projects
Grievances directed to
council
Decline in level of
livelihood
H
2 Regional
Secretariat
Prompt submission of plans and
budgets, progress reports
Close working relationship
through technical consultancy
Adherence to ministerial and
regional advice and directives,
orders and regulations.
Conflicting directives
and orders from
above
Irresponsibility in
performing and
executing orders by
some officials
H
3 Sectoral
Ministries
Timely implementation
Ability to mobilize resources and
stakeholders
Provide synergy and technical
support
Good coordination and
implementation of sectoral
program
Correct interpretation and timely
dissemination and follow up.
Set legal framework
Timely and constructive feedback
Timely submission of reports and
constructive feedback
Controls performance
Skilled personnel
Sufficient funding
Unimproved
implementation of
sectoral programme
H
56
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
4 PO-RALG Correct interpretation and timely
dissemination and follow up
Efficient and timely
implementation of policies and
directives
Advises the council
Represent the council
Try to ease legal framework
Inefficiency service
delivery
Inadequate
coordination,
reporting, delay of
availability of fund
Poor information flow
and lack of feed back
Delay plans and
budgets submission
Mismanagement of
fund
Loss of trust
Low economic growth
among people
Low living standard
Poor plans and
budgets
Inadequate revenue
collection
H
5 Civil society
Organizations
(NGO, CBO,
FBO)
Timely and proper guidelines and
collaboration with council to
provide quality services
Cooperate with the council
Proper co-ordination
Realistic cooperation
Facilitate registration
Information.
Interpretations of policies,laws
and regulations.
Technical advice
Mistrust
Poor deliveries of
public services
Withdrawal of grants
Late disbursement of
funds
Breach of contracts
Unsatisfactory reports
H
6 General
Public/
Community
Availability of services and
medicine
Timely and
Immediate action
People-focused council budget
Sustainable and stable service
delivery growth
Transparency in funds
allocation and expenditure
Quality customer service
Friendly tax by law
Efficient tax collection
administration
Proper utilization of taxes
collected
Mistrust
Inadequate
morale to
contribute to
development
projects
More public
complaints
M
7 Institutions Realistic cooperation
Correct/ proper advice
Employees who are
leaving the council
H
57
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
Constructive advice
Cooperation in development
activities
Involvement in development
activities.
Timely advice
Employee’s deductions are
remitted in time and intact
Bills paid timely
Good service to clients
on completion of
employment
contract will not be
paid their dues
Services are
discontinued
8 Investors Realistic (one stop centre/cut
down bureaucracy
Clear and timely
Transparency
Timely and proper
Conducive environment
Advice on investment
opportunities
Provide National policies and
guidelines on investment
Coordination and facilitation to
enable them to invest.
Correct and reliable information
Enabling environment.
Improved partnerships
Bad public image
Low dividends
Discouraged potential
investors
M
9 Development
Partners
Mutual and transparent
cooperation.
Capacity building
Create impact on target groups
Cooperation and timely
Transparent and accountability.
Effective coordination of donor
funded programme
Good financial management
Timely dissemination of
information and reporting back
to donors
Good governance and
accountability
Council ownership of programmes
and improved partnership
Involvement in development
activities
Acceptance and recognition
Timely and proper information
and feedback pertaining to social
economic programmes.
Coordination of funded projects
Lack of
programme
coordination skills
Poor financial
management
Delay in reporting
Fund withdrawal
H
58
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
Information flow, feedback and
reporting
Improved partnerships
Good governance
10 Employees
and (families)
Fairness and transparent
Incentive package and
recognition
Training programme
Adequate funding
Attractive terminal benefits
Accurate, adequate and timely
payment of salaries
Transparent and fair career
development plan
Appropriate codes of conduct
Conducive working
environment and adequate
working tools and equipment
Fair performance appraisal,
rewards and sanction system
Conducive working
environment
Synergies
Implement policy
Manage services
Make delegated decisions
Relevant codes of conduct
Attractive and timely
payment of retiring benefits
Transparent and fair carrier
development plans
Attractive, accurate, adequate
and timely payment of
salaries
Demoralization
Low level of
performance
Strike
Go slow
Poor service
delivery
H
11 Politicians/co
uncillors
Advice and Coordination
Information
Interpretation of policies,
Laws and regulations
Timely and effective
Cooperation
Set down local policies
Maintenance of peace and
H
59
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
order.
Involvement in development
activities.
Approve policies
Represent Community
12 Researchers –
Local and
Foreign,
Timely permission
Cooperation and facilitation of
accurate data and information
Recognition and permission to
conduct research
Facilitation in data collection
Unavailable of
researched
information
M
13 Business
Communities
Transparency, cooperation and
timely payments
Timely and appropriate advice.
Supportive infrastructure
Good governance
Political stabilityOrder, tender,
contracts and timely payments.
Advice on Government policies
Improved partnerships
High price of goods
and services
Low quality of goods
and services
M
14 Trade Unions
and trade
associations
Remunerations improved
Transparency
Advice on government policies
Cooperation in management/
labour relations matters
Good working
environments
M
15 Media organs Collaboration with Council to
deliver information
Transmits information
Publishes performance indicators
Press release and conferenceTo
provide timely information s
Collaboration M
16 National
Audit office
Makes response to audit
recommendation
Demand information
Inspects services, value for money
Audits process
Publishes performance
Timely and accurate financial
reports
Clean audited report
Proper financial management
Best practice in financial
management
Timely and accurate audit reports
Statutory audit of CAG accounts
Value for money
Qualified audit reports H
17 Political
parties
Coordination
Information
Community
discontents
H
60
Na Stakeholder Stakeholder expectation from the
council
Potential impact if
expectation not met
Priority
ranking
Interpretation of policies, Laws
and regulations
Breach of peace and
order
Political apathy
18 TRA Cooperation
Availability of tax payer
information
Provision of good and conducive
business environment
Reports and good services
provider
Low corporation to
District council
M
19 Financial
Institution
Cooperation
Identify staff
Allow resources poolingTo
increase their customers
Employee deductions are
remitted in time and intact
Decrease in Council
revenue
M
20 PCCB Cooperation
Free corruption zone
Good Governance
Corruption behaviour in
provision of services
M
22 Police Security and Social stability Minimize support in
operation
M
22 Private Sector Information.
Interpretations of policies,
Laws and regulations
Technical advice
Mistrust
Poor deliveries of public
services
Breach of contracts
Unsatisfactory reports
H
3.4 ORGANIZATIONS SCAN:
Throughout Strategic planning process we carried out an organization scan. The analysis
was carried out under the internal and external environment. While the former is the
environment in which we have a reasonable degree of influence, in the latter we have no
reasonable degree of influence. The internal scan aimed at identifying areas of strength
and areas of improvement. While the external scan aimed at identifying opportunities
and risks/ challenges and we used two approaches below:The Strategic Model of the
council involved undertaking of SWOT analysis and PESTEL analysis
I. SWOT-Analysis
Kilwa District Council used this tool to analyze the internal strength and weakness of a
community or an organization and the external opportunities as well as challenges that
the community faces. It used as a tool for general analysis, which addressed a problems
and challenges of specific sectors. The exercise was conducted in Kibedya through
participatory approach to vilagers and Workers who attended to the exercise of SWOC
analysis as the table .......... indicates as.
61
II. PESTLE Analysis
(Political, Economic, Sociological, Technological, Ecological/Environmental and Legal).
External environmental factors which impact on the operations of the organisation and
related strategic objectives
3.5 INTERNAL SCAN
Internal scan/environment refer to what the council has control over ,for scanning the
internal environment we conducted an assessment of five criteria important for running
any organization. The criteria chosen were: leadership; people (staff) management; core
processes; customer focus and results orientation. The assessment aimed at identifying
areas where our organization is relatively strong and areas, which would require changes
and improvement in the future. A summary of our analysis using the five criteria is
presented below:-
Criterion 1: Leadership
Leadership relates to the leadership of all head of departments, how they inspire, drive
and reflect total quality as the council's fundamental process for continuous
improvement. Within this criterion, leaders need visibly to demonstrate their
commitment to excellence and continuous improvement. This criterion focuses on how
leaders recognise and appreciate the efforts and achievements of their employees. In
addition, there also needs to be evidence regarding how leaders are involved with their
customers' suppliers and external organisations.
In this criterion we considered how our leaders develop and facilitate the achievement of
the mission and vision, develop values and ethics and are role models of a culture of
required for long term success and implement these via appropriate actions and
behaviours, and are personally involved in ensuring that the organization's management
system is developed and implemented.
Criterion 2: Staff Management
People examine the management of the organization’s employees and how their full
potential is harnessed to improve the service delivery or service creation. There are
several important areas within this category concerned with: planning and improvement,
how capabilities are sustained and developed; how targets are agreed and performance
continuously improved, involvement, empowerment, recognition and caring Staff
Management involves consideration of how the organization manages, develops and
realizes the knowledge and full potential of its people at an individual level, team-based
and organization-wide level, and plans activities in order to support its policy strategy
and the effective operation of its processes.
Criterion No. 3: Core Processes
62
This is about how the organization designs, reviews, manages and improves its processes
in order to support its policy and strategy and fully satisfy, and generate increasing value
for its customers and other stakeholders. It addresses how critical processes are identified,
reviewed and revised to ensure continuous improvement of the organisation's business
and/or service. Also how the processes are improved using innovation and creativity and
how processes are changed and the benefits evaluated.
Criterion No. 4: Customer Focus
Customer focus is about what the organization is achieving id relation to its external
Customers.
Criterion No. 5: Results Orientation
Under results orientation we considered what our organization is achieving in relation to
its planned performance.
Customer Results examines what the organisation is achieving in relation to the
satisfaction of its external customers. The two main areas within this criterion relate to
the customers' perception of the organisation's products, services and customer
relationships and additional measures relating to the satisfaction of the organisation's
customers.
People Results investigates what the organisation is achieving in relation to the
satisfaction of its employees. Again the perception of the employees in relation to the
organisation is important and any additional measures relating to employee satisfaction
need to be considered.
Society Results probes what the organisation is achieving in satisfying the needs and
expectations of the local, national and international community at large. This area
includes the perception of the organisation's approach to quality of life, the environment
and the preservation of global resources and the organisations own internal measures of
effectiveness.
Business Results (or key Performance Results) reviews what the organisation is achieving
in relation to its planned organisational objectives and in satisfying the needs and
expectations of everyone with an interest in the organisation. Financial measures of the
organisation's performance and any additional measures of the organisation's
performance need to be considered.
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
63
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
Leadership/
Management
Good governance
Participatory
management in place
Adequate
communication
mechanism in place
Rule of law.
Transparency
Monthly workers
meetings
Management meetings
Strong, competent and
committed
leadership/Management
Cooperation of leaders
at all levels
Improved Performance
accountability and
Transparency
Adherence to staff
meetings
Existence of Medium
Term Strategic Plan
Openness and
Transparency
Weekly management
meetings
Appointment of
Substantive Heads of
Department
Leadership Commitment
to improve Performance
Participatory approach
in Budget preparation
Enhanced Transparent
approach in
Conducting Public
business
Commitment by
partners
To improve Service
delivery
Poor
interpretation of
the law and
policy.
OPRAS not fully
operational.
Low motivation
to low level
leaders
Increase regular meetings
Encourage staff to propose
innovative approaches to
work
Delegate challenging but
manageable work
Encourage open exchange of
views and transparency in
internal decision making
Allocate more funds for
OPRAS activities
Train more staff in
appropriate areas
Institute succession plan
Improve communication to
include exchange of
information and
networking.
Expose leaders to modern
leadership and management
skills.
Enhance transparency and
participation to staffs.
Establishment of internal
and external review
mechanism
Encourage usage of
suggestion box
Ensure holding of
Departmental and workers
council meetings
Carrying out/ initiate the
review process to access
achievement
Enhance capacity for
Implementation and
monitoring of the council
Strategic Plan
To enhance Managerial and
Negotiation Skills of Leaders
Strengthen feedback
mechanism on Performance
at all levels
Establish incentive Package
for exemplary Performance
Effective feedback from
Customers
64
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
Involve Stakeholders in
major decisions
Leaders meet Stakeholders
regularly
Criterion for selecting best
workers (rewarding)
Core
processes
Availability of Policy,
guidelines, directives, ,
regulations and Acts
Integrated Financial
Management System
(IFMS)are in place
Planning and budget
guidelines are in
place and are
focused on the
priority areas
Adherence to
stipulated
procedures
Existence of bylaws
to enforce revenue
collection
Various sources of
revenue
Availability of
secondary school in
each ward
Lack of
awareness of
existing policies
and laws.
Poor knowledge
of
interpretation of
present
procedures/proc
esses by user
Council
Inadequate
knowledge on
how to use
information
technology
Inadequate
resources
High
dependence on
external
financial support
Inadequate of
teachers
Inadequate of
teaching
instruments/mat
erials
Poor
coordination
across
departments
Periodic review strategies
and plans
Budgets should be based
on priorities
Encourage team work and
try to develop skills in team
work
Train more employees in
new Information
technology
Adherence to plans and
guidelines during
implementation of various
programs.
Staff
management
All our technical
advisory have the
technical skills and
knowledge to
perform their jobs
Our staff are
employed on merit
Our key staff help
their subordinates to
Inadequate salary
Lack of
motivational
policy
Shortage of trained
and skilled staff
Inadequate
commitment to
some of staff
Do training needs
assessment
Recruitment of
additional staffs
Training on leaders and
managerial skills
Operationalize open
appraisal system
Improve staff
65
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
solve work related
problems as they
occur
Job security
Good
communication
through circulars,
phones, radios
Reduced level of
absenteeism
Training programme
available
Job evaluation in
place
Well-defined
structural
organization
Regular meeting
Competent Legal
Officer
Operational by laws
Dedicated staff
Good rapport with
development
partners in resource
mobilization
Inadequate of
working facilities
Shortage of staff
housing
Shortage of in
service training
Underutilization of
available
technology
Insufficient skills on
PlanRep and
EPICOR
In adequate
managerial skills
to all
administrative
levels in the
health department
Lack of office and
office working
tools.
Shortage of skilled
human resource
for health and
social welfare.
Lack of social
welfare officer
Operational
research
previously year
not conducted.
Inadequate quality
of services at all
health and social
welfare facilities.
40% of Health
facilities are not
reachable during
the rainy season.
Inadequate co-
ordination among
managers and
other staffs.
Late and non
submission of
report and
feedback to
remuneration
implement human
resource plan
Improve working
condition working
tools
Enhance office clothing
and disciplinary
measures
Install mechanism of
tracking and reporting,
formally and constantly
Conduct training needs
assessment
66
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
council and
central level
Delaying in
contract renewal
of service
agreement
Low enrolment of
the community to
CHF scheme.
Most traditional
and alternative
medicine
practitioners are
not registered.
Tanzania food and
drug authority
(TFDA) activities
are not well co-
ordinate in the
council
Poor water supply,
environmental
health and
sanitation
Poor status of
Health facilities
infrastructures
Shortage of
medical
equipment, drugs
and other supplies
Transport and
communication
system are poor
Increased number
of children living
in vulnerable
environments.
Lack of resource
centre for
guidelines and
data collection
Lack of emergency
and disaster
management
team
Inadequate
67
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
cascading of
Health facilities in
service provision.
Communication
gap between
health facilities
and the district
level in resource
mobilization.
Lack of special
clinics
Existence of
development
partners in the
Health sector
Availability of two
Hospitals in the
District
Presence of
National essential
health package
and social welfare
Availability of
investors in the
district council
Direct delivery of
equipment, drugs
and medical
supplies from
MSD
Increase of
Government
funding to
support CHMT
activities
Customer
focus
We have sharply
defined the
customers/ client
groups we serve
There is total
commitment to
satisfying
customer/client
throughout the
council
We obtain and use
There is no good
and effective
mechanism on
how to counter
check service
deliverance
Insufficient
knowledge and
skill on customer
care
Customer care training
Increase in extension and
advisory services
Introduction of customer
surveys system
Urgent need for carrying
out Service Delivery Survey
Monitoring mechanism for
compliance
Conduct of Customer
Surveys
68
THE INTERNAL ENVIRONMENT
Criteria
Strength Weakness Area of improvement
information from
our “front line” staff
Customers/clients
know exactly what
services they can
expect from us
Establishment of
client service charter
Some skilled staff in
customer care
Commitment to our
targets
Existence of Suggestion
Box
Negligence of
some staff
Mechanisms of getting
customers feedback to
know how are they
satisfied with our services
Enhance capacity for
service delivery as per
Client Service Charter
Introduce Private Sector
Participation in non core
functions
Results
Orientation
Our council
implements its plans
Leaders take
corrective action
when staff do not
perform
We monitor
operational
performance
Training on OPRAS
not adequate
Job description to all
staff
Improve structured top
down, bottom up and
lateral communication
Establish approach to
manage competence
and standard
Improve expenditure
system
Set realist performance
measures
Allocation of resources
according to plans
Recognition of
individual efforts and
performance
(Introduction of Open
Performance Review
and Appraisal System)
Regular feedback on
individual performance
Improvement of
efficiency and
productivity
Procure more
equipment
3..6The external scan (opportunities, risks/ challenges)
External scan/environment refers to the exogenous factors which are beyond the control
of the council. As part of our strategic planning process, we assessed what opportunities
69
and threats, the future by using PESTLE analysis. During the analysis we considered
several dimensions:
Political trends/factors
Political includes legal and regulatory): elections, employment law, consumer protection,
environmental regulations, industry-specific regulations, competitive regulations, inter-
country relationships/attitudes, war, terrorism, political trends, governmental leadership,
taxes, and government structures.
It is recognised that political stability, democratisation and empowerment of
stakeholders, legislative and institutional frameworks, constitutional review process and
changing local governments through local government reforms and other government
reforms are critical success or failure factors for any council. In addition international and
regional relationships, global and national security, public demand for transparency and
accountability has great and underlying influence on policy and operational direction of
the council.
Our assessment of the political made us to believe that peace and stability in Tanzania
will continue. However, terrorism will continue to threaten global tranquillity. The
ongoing Local Government Reforms will continue to enhance Local Authorities'
capacities. These trends may pose both opportunities and risks in our operations. Possible
opportunities may include conducive working conditions for our staff. With
economically strong Councils there are possibilities of forging better working
relationships with the local authorities.
The above notwithstanding threats could include increased demand for resources for
maintenance of peace and order under multipartisim system,
Economic trends/factors
Economic includes economic growth trends, taxation, government spending levels,
disposable income, job growth/unemployment, exchange rates, tariffs, inflation,
consumer confidence index, import/export ratios, and production levels.
Within the economic arena, we have identified several closely related trends: the
Tanzanian economy is growing, government revenues are increasing, unpredictable
exchange rates, escalating energy and food costs, high inflation rates, uncertain monetary
and fiscal policies, international tourist, inequitable distribution of wealth, growing
private sector, unemployment and under-employment are all real factors to be
considered and noted. Each of these trends presents a series of associated opportunities
and threats. We anticipate that our economy and revenue from own source will continue
to grow.
Sociological trends/factors
Sociological includes demographics (age, gender, race, family size, etc.), lifestyle changes,
population shifts, education, trends, fads, diversity, immigration/emigration, health,
living standards, housing trends, fashion, attitudes to work, leisure activities, occupations,
and earning capacity. The demographic changes and urbanisation, changing consumption
70
trends and patterns, increasing and high poverty levels, changes in land use patterns,
empowerment of communities are all vital factors to be taken cognizance of. Equally
important are factors to do with wide income disparities, ethnic challenges, and
differences in social values, corruption and emerging and re-emerging disease incidents.
During our strategic planning effort, we identified two sociological trends that may
impact our work namely: HIV/AIDS, and Population growth. The HIV/AIDS pandemic is
not only a public health issue but also a problem that contributes immensely towards
devastation of both national and household economies. The consequences of HIV/AIDS
in the Tanzanian socio-economic environment are very conspicuous to date than ever
before as it is noted that the pandemic is more rampant within the age profile of 15 - 49
years. Accordingly, the Kilwa District Council is not an exception to the negative impact
of HIV/AIDS. It is envisaged that the pandemic will continue to downsize the Tanzania
population including our qualified staff, thus threatening our capacity to deliver quality
service.
Technological trends/factors
Technological means inventions, new discoveries, research, energy uses/sources
communications, rates of obsolescence, health (pharmaceutical, equipment, etc.)
manufacturing advances, information technology, internet, transportation, bio-tech,
genetics, agri-tech, waste removal/recycling, and so on. Development in ICT, emerging
technologies, E-commerce and the internet, combined with Biotechnology are factors
which influence positively or otherwise the realisation of the strategic plan.
Technology will continue to provide an important tool for improving performance, but
we recognize that it needs to be adopted in a managed fashion. A computerized working
environment will allow us to do more and to work better. It will also allow us to
communicate better with stakeholders. To make the most use of technology, we will
need to ensure we have the right skills to use, support, and maintain it. Application of
intelligent workstations and other communication technologies have led into council
going into Local Area Network (LAN) and Wide Area Network (WAN). Similarly, in
order to improve effectiveness and efficiency as well as attract and retain talented staff,
our working environments will need to improve. However, financial constraints will
continue to make it harder to improve our facilities and equipment, as modern
technology is expensive.
Legal trends/factors
Legislative issues which will need to be addressed shall focus on factors such as conflicting
sectoral ACTS, dissemination of new acts and regulation to stakeholder such as Regional
Administration Act, 1997, Public Procurement Act, 2004, Public Service Act, 2002
International Public Sector Accounting Standards (IPSASs) and public regulations.
Ecological trend.
The major external factors are those that deal with the environment and its impact on
land conservation. It should be understood that some of these include - global climatic
and ecological changes, lack of council environmental policy challenge in implementation
of National Environmental Act.
71
The trends mentioned above can be assessed in the following matrix:
THE EXTERNAL ENVIRONMENT
Trends Opportunities Challenges/Threats
Political Trends Presence of multi -partism poses
challenges to the ruling party
hence fostering development
Stable political climate
On-going reforms e.g. LGA, PSRP,
social reform and financial
reforms
Increased awareness on Human
Rights Issues
Enlargement of EAC with Rwanda
and Burundi
Increased democratisation
ARI – Naliendele.
VIC – Mtwara.
Zonal irrigation – Mtwara.
Ministry of agricultural and food
security.
Ministry of live stock
development.
Financial Institution for
agricultural credits available.
Youth present (labour
abundance).
Agricultural training institutes eg.
MATI Naliendele
Involving politics in
enhancing development
initiatives.
Unknown outcomes of
national election
Interference of council
management with politician.
Improper allocation of
council resource, depend on
political grounds
Instability of political
condition e.g unstable
leadership statements
Economic trends Market- The District has internal and
external market where part of the
production are consumed within the
district while the other part are being
sold in Dar es Salaam taking an
advantage of fairly good and that
there is short distance of 320 km
from Dar es salaam to Kilwa.
Presence of infrastructure e.g.
Passable roads, electricity, water,
airport, railway.
Presence of arable land for
agriculture.
Presence of development partners
Expansion of the e-business
Increase of financial institution
iv. Farmers – The District has more
than 85% of the population who are
involving in agricultural activities
Unfair criteria used to allocate
central government fund
Price fluctuations on agricultural
produce.
Inadequate of sources of local
revenue
Poor infrastructure roads are not
passable throughout the year
Local revenue avoidance and
evasion
Low understanding of the
community on their
responsibility to pay lawful
levies.
Good will with development
partners, NGOs, CSOs, FBOs.
High dependency on
intergovernmental transfers
High poverty levels that may
impede participation of local
communities in economic
72
hence utilize the fertile land in
production of cash and food crop.
Areas which are not fit for crop
production are occupied by livestock
keepers which keep different species
of livestock including cattle,
sheep/goats, chicken and donkey. For
the past 4 years livestock production
activities has been increasing in the
district following the change in
Government policy where most of
livestock keepers are transferred with
their livestock from Mbeya and
Morogoro to Lindi.
development
High expectation from the local
communities
Inadequate infrastructure in the
council to stimulate socio-
economic growth
Over-reliance on traditional
markets
Slow growth in local
employment opportunities
Unstable global fuel prices
Poverty and insecurity
Brain drain
Current economic recession in
the traditional source markets
Intense competition
Incomplete projects due to
shortage of fund
Sociological
trends
Availability of government
policies supporting sports and
games.
Existence of social welfare e.g
NGOs, CBOs, and other
institutions
HIV/AIDS Strategic plan in place
and implemented.
Implementation of MDGs
Rapidly growing labour force
Increased protection of women
and children
Increase in population
Increase in number of universities
Good partnership with NGOs,
Donors and private sectors
Inadequate facilitation of
sports
Inadequate budgets
allocation
Loss of manpower due to
HIV/AIDS Epidemic
Low community
participation in development
project
Lack of transparency
Taboos(Mila Potofu)
Inadequate full community
participations
Low per capita income of the
citizens
Excessive alcohol drinking
Inadequate encouragement
of entrepreneurship and
employment creation
opportunity in the council
Growing unemployment
Increase insecurity
Increase spread of infectious
diseases
Cultural degradation due to
global cultural influences
Rising crime due to
unemployment
High infant and maternal
mortality rate
Dependency syndrome to
development partners
Increase active age towards
73
alcoholism
Rapid increase in population
Urban migration
Corruption
Technological
trends
Existence of resource centre
Trained manpower
Media(TV and Radio station)
Growing use of ICT and E-
business
Growing adoption of computer
and ICT business
Unreliable source of power -
electricity supply.
Insufficient technical
personnel
Cost of hardware
Operational cost
Enhance website and local
area network in place
Some villages are not
connected with mobile
telephones network.
Unavailability of power tiller
spare parts
Poor technological
innovation
Lack of technological
institution
Rapid change in technology
Growing digital divide
Data insecurity due to virus,
e-crime and internet
terrorism
Reduced need for workers
due to automation
Legal trends Availability of Procurement Act
Public Service Regulations
Standing order
Code of Ethics
Public Finance Act
Availability of Regional
Administration Act, Law
government Acts and other
supportive Act
Public Service Act
Conflicting laws and policies
towards implementation
Inaccessibility of laws and
policies
Change of Regulations
Inefficient of law enforcements
Long procedure of enacting by
laws
Low awareness of community to
council by laws Most of the
community are not aware of
laws and regulation
Lack of laws documents for
public consumption
Lack of by - law to support
Agricultural activities to make
farmers produce according to the
instruction given by Extension
officers ie. Some of crops have
been left in the field without
weeding especially permanent
crops like coconut and cashew
nuts.
74
Ecological/Enviro
nment
Availability of renewable energy e.g.
solar power, energy saving stoves.
Existence of by-laws on
environmental protection.
Insufficient technical person
Topographical variety
Increased involvement of
environmentalists and NGOs in
service delivery
Increasing regional cooperation in
environmental issues
Environmental impact assessment
becoming legal requirement
NGOs becoming useful partners in
information dissemination
Potential water source and flat
land for irrigation farming.
District situated on the sea shoe
for easy sea transportation
The District has a total of 886,
300 hectors which potentially
utilized for agricultural activities in
production of different crops
including maize, sorghum, simsim,
cashew nuts, cassava, coconuts,
sweet potatoes, groundnuts,
leguminous crops and pasture for
livestock grazing.
Land degradation
Deforestation
High tariffs on electricity supply.
Mismanagement of natural
resource eg. Forests, water
sources
Poor infrastructure
Curtailing of certain
development activities through
environmental action groups
Seasonal rains affecting different
areas interchangeably per year
Increased environmental
problems due to polluting
technologies and poor waste
management systems
Infertility of land
Seasonal rains affecting different
areas interchangeably per year
Increased environmental
problems due to polluting
technologies and poor waste
management systems
Environment issue neglected by
farmers
Cultivation around the source of
water
Unreliable weather
Shifting cultivation for annual
crops. Most of Kilwa District
farmers practice this type of
cultivation which leads them into
insufficient crop production due
to difficulties in bush cleaning,
and also this causes
environmental degradation.
Few extension officers especially
at Ward and village level. District
staffs are only 31 who are
located at head quarter and
wards level hence creating
demand of 60 staffs.
Low area cultivated - The
acrerage under cultivation is low
as only 15% of the arable land is
cultivated due to poor working
tool as most of the farmers are
still using hand hoe.
Marginal use of agricultural input
– Small number of farmers use
inputs like fertilizer, certified
75
After the key trends have been identified/ recognized by the other stakeholders the next
step was to analyse the potential each trend has to disrupt the way the council does
business. The council is able to determine the changes needed to exploit the
opportunities, and blunt the threats.
3.7 Key Issues:
After the organisational scan completed, the following have been identified as an areas
of improvement in the next planning and budgeting cycle:
1. Student drop out
2. Shortage of staff houses
3. Inadequate teaching and learning material
4. Shortage of teachers in science subjects
5. Lack of school infrastructures
6. Poor working environment
7. Incomplete projects
8. Deforestation
9. Unplanned training
10. Inadequate Performance Management System
11. Problems of cross-cutting issues such as HIV/AIDS, disasters ,environment
and corruption etc
12. Inadequate quality social service delivery
13. Inadequate leadership and managerial skills (enhancing Human Resource
management)
14. Inadequate coordination of various or units line items in MTEF.
15. Low productivity among youths in the communities
16. Weak implementation of Human Resource Plan (e.g. staff of health
facilities, succession plan e.t.c.)
17. Weak coordination public-private partners
18. Low promotion of tourism industry in the District.
19. Low salaries
20. Inadequate national policies and guild lines dissemination
21. Inadequate mobilisation on social protection to farmers
22. Inadequate local savings mobilization
23. Poor physical infrastructure
24. Inadequate health staff and infrastructures,
25. Poor sanitation,
seeds herbicides, pesticide and
modern tools.
Deforestation and illegal business
1. Adverse Climate change
o Drought
o Floods
76
26. Poor management of road by the community and council.
27. Lack of local Area network
4.0 CHAPTER 3-THE PLAN ((2017/2018 –2021/2022)
4.1 INTRODUCTION
This Chapter presents the plan (objectives and targets) that are envisaged to be
implemented and realized in five years periods (2017–2022). The chapter shows also
how the various strategic interventions to be undertaken during the five years of the
strategic planning cycle that will lead to achievement of the Development Objective.
However, this five year Strategic Plan is the outcome of the review of previous strategic
plan 2012/13 to 2016/17.
4.2 CORE VALUES:
a. Diligence.
Adherence to rules, regulations and confidentiality (Work skilfully, efficiently and
effectively while maintaining high standards of discipline.)
b. Team Work Spirit:
Cooperative and Participatory (Work as a team, sharing experience, information and
skills) to achieve our mission and objectives.
c. Customer focus.
Direct our efforts towards meeting customer’s expectations.
d. Integrity.
Maintain ethics in delivering services to our customers and Not Involve in
Corruption.
e. Accountability.
Be responsible for the output and outcome (Serve our customers responsibly and
timely)
f. Courtesy.
Listen and serve our customer with respect.
g. Respect of all Human Rights
A public servant shall not discriminate or harass a member of the public or a fellow
employee on ground of sex, tribe, religion, nationality, ethnicity, marital status or
disability.
h. Pursuing of excellence in service.
77
The public service is geared towards provision of excellent services, public servants will
do the following: Strive to achieve the highest standards of performance; if a staff is a
member of professional board then to adhere to their respective professional Code of
Conduct; strive to acquire new knowledge and skills continuously and use the effectively.
4.3 VISION AND MISSION STATEMENTS
4.3.1 VISION STATEMENT:
Kilwa District Council aspire a better and sustainable life to its residents.
4.3.2 MISSION STATEMENT:
Kilwa District Council, in collaboration with its stakeholders, intends to facilitate efficient
and effective provision of sustainable socio-economic services to its residents.
4.4 OBJECTIVES, STRATEGIES, TARGETS AND PERFORMANCE INDICATORS:
The purpose of this chapter is to explain to readers the logic behind the development
and linkage of Objective, strategies, targets and key performance indicators. This is best
done on a sub-vote basis, with each sub-vote forming a sub-section. Kilwa District
Council has adopted seven (7) objectives and targetsthat are to be achieved in the five
years planning cycle. The developmentobjectives are linked to Tanzania Development
Vision 2025, MDGs, MKUKUTA,Election Manifesto and other Sectoral Policies and
Directives.
4.4.1 OBJECTIVES:
A. Services Improved and HIV/AIDS Infections Reduced
B. National Anti-Corruption Implementation Strategy Enhanced and Sustained
C. Access to Quality and Equitable Social Services Delivery Improved
D. Quality and Quantity of Socio-Economic Services and Infrastructure Increased
E. Good Governance and Administrative Services Enhanced
F. Social Welfare, Gender and Community Empowerment Improved
G. Management of Natural Resources and Environment Enhanced and Sustained.
4.4.1.1 OBJECTIVE A: SERVICE IMPROVED AND HIV/AIDS INFECTION REDUCED. 4.4.1.1.1 RATIONALE
Kilwa District is estimated to have more than 199.070 inhabitants according to
population and Housing Census results 2002. It ranks in the ……position of all District in
Tanzania mainland with HIV/AIDS prevalence rate of 3.3%. Rapid population increase
caused by rural and urban migration from other District/Regions for example the
Livestock keepers from Ihefu, Maswa, Shinyanga, Dodoma, Kahama, Geita and other and
socio-economic factors are among the contributing factors.
However, staffs at the Kilwa District Council are not an exception in this situation.
HIV/AIDS has impacted in performance deterioration in the District as well as the
78
Government at large due to a decrease of efficacy. The pandemic is profound affecting
the most segment of the labour force and reduce the earnings and loss of experienced
staff. As a result of these facts, the Government has directed all Public institutions to put
serious measures in place to support alleviation of this pandemic disease. In relation to
this the Kilwa District Council has taken the following strategies in addressing this
situation:
Develop HIV/AIDS programs on Behavior changes
Formulated HIV/AIDS Development Fund (Mfuko wa UKIMWI)
Strengthen support to HIV/AIDS infected staff
4.4.1.1. 2The outputs expected are:
1. New HIV/AIDS cases at work place reduced
2. Stigma and discrimination to infected HIV/AIDS staff reduced
3. Health status of infected staff improved
4.4.1.3 Strategies;
4.4.1.3.1 Strengthening the organizational service delivery capacity
4.4.1.3.2 Create awareness on HIV/AIDS to KDC staff
4.4.1.3.3 Continue providing supportive services to people living with HIV/AIDS
(PLWA)
4.4.1.3.4 Prepare & implement comprehensive plans to combat and mitigate HIV/AIDS.
4.4.1.3.5 Create awareness on HIV/AIDS to PLHIV
4.4.1.3.6 Create awareness on HIV/AIDS to the Communities of Kilwa District.
4.4.1.3.7 Care and support services to all staff living with HIV/AIDS
4.4.1.3.8 Advocacy and political commitment strengthened
4.4.1.3.9 Social support of people living with HIVAIDS, MVC, Widowers and Widow
4.4.1.3.10 Coordinate and Management of HIVAIDS interventions
4.4.1.3.11 Participation of multsectoral committees
4.4.1.3.12 95% of all HIV positive pregnant women deliver at H/Fs
4.4.1.3.13 All HIV positive pregnant women and their babies receive ant retroviral
prophylaxis to prevent mother to child transmission of HIV
4.4.1.3.14 50% of staff undertake on job training
4.4.1.3.15 All health facilities implement standard package of HBC and services
4.4.1.3.16 Create awareness on HIV/AIDS to the Communities
4.4.1.3.17 Educate council staff through international and national HIV/AIDS day Festival
4.4.1.3.18 In collaboration with stakeholders provide socio economic, nutritional and
medical support to PLHA Council staff and PLHA community groups.
79
4.4.1.3.19 Use Community development extension workers and other stakeholders to
train WMAC and MMAC.
4.4.1.3.20 Develop programmes to fight the spread of HIV/AIDS infection at work place
and community level.
4.4.1.3.21 Prevent of new HIV/AIDS transmission
4.4.1.3.22 Educate council staff concerning behavioural change
4.4.1.3.23 In collaboration with stakeholders conduct community sensitization session in
order to reduce risk behaviour
4.4.1.3.2 Targets
4.4.1.3.2.1 Continuum of care, treatment and support to 2 people living with HIV/AIDS
improved by the year 2021/2022
4.4.1.3.2.2 Seminars on HIV/ AIDS conducted to KDC staff by the year 2021/2022
4.4.1.3.2.3 Voluntary counselling conducted to KDC staff by the year 2021/2022
4.4.1.3.2.4 Seminars on HIV/AIDS facilitated to PLHIV by the year 2021/2022
4.4.1.3.2.5 HIV/AIDS Programs developed and implemented by the year 2021/2022
4.4.1.3.2.6 Care and support services to staff living with HIV/AIDS provided by the year
2021/2022
4.4.1.3.2.7 Advocacy and political commitment strengthened to 200 leaders 2021/2022
4.4.1.3.2.8 Social support of people living with HIVAIDS, MVC, Widowers and Widow in
90 villages facilitated 2021/2022
4.4.1.3.2.9 Coordinate and Management of HIVAIDS interventions in 23 wards
strengthened 2021/2022
4.4.1.3.2.10 Participation of multsectoral committees in 23 wards and 90 Villages
enhanced 2021/2022
4.4.1.3.2.11 95% of all HIV positive pregnant women deliver at H/Fs by the year
2021/2022
4.4.1.3.2.12 99% of all HIV positive pregnant women and their babies receive ant
retroviral prophylaxis to prevent mother to child transmission of HIV by the
year 2021/22
4.4.1.3.2.13 50% of staff undertake on job training to address the identified skills gap by
the year 2021/2022
4.4.1.3.2.14 All health facilities implement standard package of HBC and services by the
year 2021/2022
4.4.1.3.2.15 Promote safe sexual behaviour and reduction in risk taking by the year
2021/2022
4.4.1.3.2.16 Prevalence of HIV reduced from 2.3 to 0% by the year 2021/2022
80
4.4.1.3.2.17 Working tools, equipment and facilities procured installed and maintained by
the year 2021/2022
4.4.1.3.3 Key Performance Indicators
4.4.1.3.3.1 Percentage of HIV/ AIDS infection rate reduced
4.4.1.3.3.2 New HIV/AIDS cases at community level reduced
4.4.1.3.3.3 Increased productivity in health department
4.4.1.3.3.4 % of council income budget
4.4.1.3.4 Objective B: Enhance, sustain and effective implementation of the National Anti-
corruption Strategy.
4.4.1.3.4.1 Rationale The issues of corruption are likely to weaken the good governance and deprive people’s
rights. The environment in which corruption is rampant is likely to deter rights of people
to access important services and hence reduce the level and quality of services provided.
Kilwa District council has determined to deal with corruption in all fronts so that socio-
economic development and wellbeing of people is improved. The District had
determined to sustain and implement national anti-corruption strategy.
4.4.1.3.4.2 Strategies 4.4.1.3.4.2.1 Strengthening the organizational service delivery capacity
4.4.1.3.4.2.2 Percentage of cases on corruption reported and prosecuted
4.4.1.3.4.2.3 Ensure implementation of National Anti Corruption strategy and Action
plan.
4.4.1.3.4.2.4 Ensure Petty, grand corruption, sexual corruption and money laundering
in the District reduced or stopped
4.4.1.3.4.2.5 Ensure Monitoring & Evaluation on the implementation of policy and
Guidelines
4.4.1.3.4.2.6 Develop programs to educate LGAs to combat corruption at working
place
4.4.1.3.4.2.7 Frequent follow up, surprise checks and use of signboards
4.4.1.3.4.2.8 Conduct Staff training.
4.4.1.3.4.2.9 Provide services without bias
4.4.1.3.4.2.10 Provide education on prevention and combating of corruption
4.4.1.3.4.2.11 Identify any opportunities that exist for corruption and set out approaches
to seal them.
4.4.1.3.4.2.12 Sensitisation of all staff on anti-corruption measures Sensitisation of all
stakeholders that council deals with on anti-corruption measures.
81
4.4.1.3.5Targets
4.4.1.3.5.1 300 stakeholders educated on the effects of petty and grand corruption by
the year 2021/2022.
4.4.1.3.5.2 Anti-Corruption Committees in KDC Coordinated by the year 2021/2022
4.4.1.3.5.3 National Policy and Guidelines on Anti-Corruption distributed and
implemented in by the year 2021/2022
4.4.1.3.5.4 Monitoring and Evaluation on the implementation of policy and Guidelines
in KDC by the year 2021/2022
4.4.1.3.5.5 Petty, grand corruption, sexual corruption and money laundering in the
District reduced by the year 2021/2022
4.4.1.3.6 Key Performance Indicators 4.4.1.3.6.1 Percentage of cases on corruption reported and prosecuted
4.4.1.3.6.2 Corruption percentage index
4.4.1.3.6.3 % of council income budget
4.3.3.3 Objective C: Access and quality to social services improved.
4.3.3.3.1 Rationale
One of basic task of the council in accordance with Local Government (Urban
Authorities) Act No 8, 1982 under section 54 (1) is to maintain and facilitate the
maintenance of peace, order, good government within its area of jurisdiction; to
promote the social welfare and economic well-being of all persons within its area of
jurisdiction; subject to the national policy and plans for rural and urban development, to
further the social and economic development of its area of jurisdiction. Kilwa District
Council seeks to have well developed communities as part of fulfilling its mandated
functions. The performance review and situational analysis shows that a number of issues
that are required to be addressed during the planning period of Strategic Plan. Focus will
be to enhance and maintain basic infrastructure that will improve provision of clean and
safe water, health and sanitation, education, roads and education services just to mention
the but a few.
4.3.3.3.2 Strategies
4.3.3.3.2.1 Percentage of working spirit to all KDC staffs improved
4.3.3.3.2. 2 strengthening the organizational service delivery capacity
4.3.3.3.2. 3 Improve financial management &Accountability
4.3.3.3.2. 4 HRs perform Department duties
4.3.3.3.2. 5 Payment of Loans, creditors and other financial commitment enhanced
4.3.3.3.2. 6 Improve access quality and equitable social services delivery
4.3.3.3.2. 7 Increase access to Maternal, Newborn and Child Health (MNCH) services
4.3.3.3.2. 8 Effective coordination, monitoring and supervision at all health facilities
4.3.3.3.2. 9 Strengthen malaria case management, treatment and diagnostic equipment
at (55) 65 HF
82
4.3.3.3.2. 10 Ensure accessibility of pharmaceutical, medical supplies and equipment at all
level of health facilities.
4.3.3.3.2. 11 Strengthen complementary sources of financing in the provision of HCS at
the district (CHF)
4.3.3.3.2.12 Strengthening monitoring, evaluation and accountability
4.3.3.3.2.13 E - Government services in KDC improved
4.3.3.3.2.14 Improving information for priority setting
4.3.3.3.2.15 Advice and creation of awareness on disaster management
4.3.3.3.2.16 Ensure implementation of training program in the District
4.3.3.3.2.17 Strengthen resource management
4.3.3.3.2.18 improving economic viable projects
4.3.3.3.2.19 Coordinate, monitor, and evaluate Implementation of Policies and strategies
4.3.3.3.2.20 Improve provision of education in the District
4.3.3.3.2.21 Enhance financial internal control systems in the District
4.3.3.3.2.22 Training wards and Villages tribunal
4.3.3.3.2.23 Dissemination of Accounting policies and financial regulations
4.3.3.3.2.24 Conduct close inspection for licenses to all businesspersons
4.3.3.3.2.25 Provide working tools and other benefits
4.3.3.3.2.26 Facilitate promotion of sports and culture issues.
4.3.3.3.2.27 Facilitate promotion of sports culture, Uhuru racing Touch and other
commemoration of National festivals
4.3.3.3.2.28 Gross and net enrolment rate
4.3.3.3.2.29 Illiteracy rate
4.3.3.3.2.30 -Provide working tools
4.3.3.3.2.31 Preparation of land use plan at 90 village
4.3.3.3.2.32 Implementation of training program
4.3.3.3.2.33 Implement WSDP to 10 selected villages
4.3.3.3.2.34 Participatory planning, implementation, monitoring and evaluation
ensured
4.3.3.3.2.35 Health facilities improve
4.3.3.3.2.36 Provide employment benefits to Health staff
4.3.3.3.2.37 Provide employment benefits to staff
4.3.3.3.2.38 Conduct close inspection for licenses to all businesspersons
4.3.3.3.2.39 Strengthening the organizational service delivery capacity
4.3.3.3.2.40 Provide employment benefits to staff
4.3.3.3.2.41 Conduct seminars and short course to all new employees
4.3.3.3.2.42 Under five birth registrar
4.3.3.3.2.43 Cultural activities improved
4.3.3.3.2.44 Conduct close inspection for licenses to all businesspersons
4.3.3.3.2.45 Improve access to quality maternal health care
4.3.3.3.3 Targets
4.3.3.3.3.1 Working spirit to all KDC staffs improved from 80% to 95% by the year
20221/2022
4.3.3.3.3.2 Statutory meetings conducted by the year 2021/2022
4.3.3.3.3.3 Council meetings and administration obligations facilitated and improved
from 80% to 90% by the year 2021/2022
83
4.3.3.3.3.4 Payment of Loans, creditors and other financial commitment enhanced by
the year 2021/2022
4.3.3.3.3.5 Human Resource Management Improved from 72% to 80% by the year
2021/2022
4.3.3.3.3.6 Statutory progress reports prepared and submitted by the year 2021/2022
4.3.3.3.3.7 Competent and customer oriented delivery of public services assured by the
year 2021/2022
4.3.3.3.3.8 Conducive working environment to 19 staffs of Works ensured from 77%
to 90% by the year 2021/2022
4.3.3.3.3.9 Social services in the District improved from 80% to 95% by the year
2021/2022
4.3.3.3.3.10 Community participation in Wards and Villages meetings increased from
56% to 96% by the year 2021/2022
4.3.3.3.3.11 Conducive working environment improved in General Administration
office by the year 2021/2022
4.3.3.3.3.12 To develop Council’s local area network (LAN) by the year 2021/2022
4.3.3.3.3.13 To introduce integrated applications by the year 2021/2022
4.3.3.3.3.14 To develop Council’s database by the year 2021/2022
4.3.3.3.3.15 To improved reliability and security of the Council’s IT facility by the year
2021/2022
4.3.3.3.3.16 To have Council connected to the “internet” by the year 2021/2022.
4.3.3.3.3.17 Council website designed and maintained by the year 2021/2022.
4.3.3.3.3.18 Working tools, equipment and facilities procured installed and maintained
by the year 2021/2022
4.3.3.3.3.19 Institutionalize LAN and WAN by the year 2021/2022
4.3.3.3.3.20 Storage and accessibility of data strengthened by the year 2021/2022
4.3.3.3.3.21 Disaster issues coordinated in the District by the year 2021/2022
4.3.3.3.3.22 Council procurement process and recording strengthened by the year
2021/2022
4.3.3.3.3.23 Procurement Management Unit service delivery strengthened by the year
2021/2022
4.3.3.3.3.24 Skills development for councillors and staffs in the district enhanced from
52% to 90% by the year 2021/2022
4.3.3.3.3.25 Professional career development to KDC staffs improved from 50% to
90% by the year 2021/2022
4.3.3.3.3.26 Working condition for KDC staffs improved from 80%to 90% by the year
2021/2022
4.3.3.3.3.27 Working environment to 4 department staffs improved from 78% to 90%
by the year 2021/2022
4.3.3.3.3.28 Physical Infrastructures (Roads, water, health and schools) in rural areas
improved and expanded from 45% to 75% by the year 2021/2022
4.3.3.3.3.29 All ongoing projects in the district completed from 75% to 100% by the
year 2021/2022
4.3.3.3.3.30 Council infrastructures increased from 80% to 90% by the year 2021/2022
4.3.3.3.3.31 Participatory planning, Budgeting, monitoring and evaluation systems
ensured by the year 2021/2022
84
4.3.3.3.3.32 Under five birth registration to 7,000 children improved in Kilwa District
by the year 2021/2022
4.3.3.3.3.33 Percentage of services delivered by secondary education sector increased
from 75% to 80% by the year 2021/2022
4.3.3.3.3.34 Rate of student selected to join higher levels of education increased from
20% to 50% by June 2016 by the year 2021/2022
4.3.3.3.3.35 Rate of student selected to join O level of education increased from 40%
to 70% by the year 2021/2022
4.3.3.3.3.36 Examination pass rate of form II students increased from 89% 90% by the
year 2021/2022
4.3.3.3.3.37 Secondary school teaching and learning materials increased from 65% to
76 by the year 2021/2022
4.3.3.3.3.38 Examination pass rate of form II students increased from 89% 90% by the
year 2021/2022
4.3.3.3.3.39 Examination pass rate of form IV students increased from 56 % to 68% by
the year 2021/2022
4.3.3.3.3.40 Mental and physical ability of students harmony and stability in 26
secondary schools strengthened by the year 2021/2022
4.3.3.3.3.41 Education support to poor household children access to secondary school
strengthened by the year 2021/2022
4.3.3.3.3.42 Carrier development for internal Auditors provided from 70% to 80% by
the year 2021/2022
4.3.3.3.3.43 Financial and Audit reports prepared and submitted to the respective areas
by the year 2021/2022
4.3.3.3.3.44 Audit queries reduced from ....to ... by the year 2021/2022
4.3.3.3.3.45 Access and planned land plots strengthened by the year 2021/2022
4.3.3.3.3.46 10,000 plots in Kilwa District demarcated by the year 2021/2022
4.3.3.3.3.47 Environmental sanitation and hygiene condition practices improved from
88% to 95% by the year 2021/2022
4.3.3.3.3.48 23 ward and 90 Villages tribunal strengthened by the year 2021/2022
4.3.3.3.3.49 Accounting policies, financial regulations & accountabilities adhered from
75% to 90% by the year 2021/2022
4.3.3.3.3.50 Revenue collection improved from 85% to 100% by the year 2021/2022
4.3.3.3.3.51 Service delivery increased from 80% to 85% by the year 2021/2022
4.3.3.3.3.52 Talents of players enhanced from 40% to 56 % by the year 2021/2022
4.3.3.3.3.53 Sports and culture and in the District promoted by the year 2021/202
4.3.3.3.3.54 Enrolment rate for standard one pupils increased from.... to ...... by the
year 2021/2022
4.3.3.3.3.55 Examination pass rate of pupils increased (1) STD IV from ....% to ....% (2)
STD VII from ......% to..... by the year 2021/2022
4.3.3.3.3.56 Working efficiency for..... workers increased from 65% to 85% by the year
2021/2022
4.3.3.3.3.57 Service delivery increased from 65% to 75% by the year 2021/2022
4.3.3.3.3.58 Creation of favourable working condition to 22 staffs improved from 80%
to 90% by the year 2021/2022
4.3.3.3.3.59 All National Festival facilitated by the year 2021/2022
85
4.3.3.3.3.60 Village with operation land use plan increased from.... to.... by the year
2021/2022
4.3.3.3.3.61 Capacity of departmental staffs, DWST and WATSAN committee enhanced
on various skills by the year 2021/2022
4.3.3.3.3.62 Proportional of Rural population with access to clean and safe water
increase from 48.3% to 65% by the year ended 2021/2022
4.3.3.3.3.63 Participatory planning, implementation, monitoring and evaluation
ensured by the year 2021/2022
4.3.3.3.3.64 Number of Health facilities increased from current 55% to 65% by the
year 2021/2022
4.3.3.3.3.65 Implementation of social services facilitated and coordinated by the year
2021/2022
4.3.3.3.3.66 Working environment to Finance Administration staffs improved from
76% to 85% by the year 2021/2022
4.3.3.3.3.67 Working efficiency to final Account staffs improved from 75% to 85% by
the year 2021/2022
4.3.3.3.3.68 Payment disciplinary improved from 80% to 95% by the year 2021/2022
4.3.3.3.3.69 Revenue Collection improved from 80% to 98% by the year 2021/2022
4.3.3.3.3.70 Procurement discipline in the District increased from 75% to 90% by the
year 2021/2022
4.3.3.3.3.71 Conducive working environment to trade office ensured from 50% to
70% by the year 2021/2022
4.3.3.3.3.72 Increase OPV 0, from 68% to 75% by the year 2021/2022
4.3.3.3.3.73 Increase trained health workers in HF's on IMCI from 30% to 40% by the
year 2021/2022
4.3.3.3.3.74 Increased ANC Attendance for four visits from 64% to 90% by the year
2021/2022
4.3.3.3.3.75 Basic EMOC in Health centre and dispensaries provided from 64% to 90%
by the year 2021/2022
4.3.3.3.3.76 Increased modern contraceptive prevalence rate from 25.5% to 30% by
the year 2021/2022
4.3.3.3.3.77 Increased number of health facilities provide essential newborn care from 1
to 4 HF's by the year 2021/2022
4.3.3.3.3.78 Severe Malnutrition reduced from existing 5% to 3% by the year
2021/2022
4.3.3.3.3.79 Malaria prevalence reduced from 37.2 % to 22 % by the year 2021/2022
4.3.3.3.3.80 Number of HF's implementing and reporting Collaborative TB/HIV
increased from existing ... to.... diagnostic centres by the year 2021/2022
4.3.3.3.3.81 Increased numbers of HF’s provide STI/HIV-AIDS services from existing ...%
to ...% by the year 2021/2022
4.3.3.3.3.82 At least 80% to HIV exposed babies receive HIV testing within the first 18
Months of life (DNA,PCR or Antibody test) by the year 2021/2022
4.3.3.3.3.83 7 HF's establishment with basic equipments, medicines and medical
supplies by the year 2021/2022
4.3.3.3.3.84 7 HF's established with basic trauma /injuries equipments, medicines and
medical supplies by the year 2021/2022
86
4.3.3.3.3.85 20 HF's established with basic mental health equipments, medicines and
medical supplies by the year 2021/2022
4.3.3.3.3.86 Health facility provide emergence oral service increased from 1 to 5 by the
year 2021/2022
4.3.3.3.3.87 At least 80% of eligible population are covered in mass NTD medicine
administration campaign by the year 2021/2022
4.3.3.3.3.88 Sewerage services (liquid waste collection) increased from 17% to 30% in
urban councils area by the year 2021/2022
4.3.3.3.3.89 Collection and disposal of solid waste increased from 15% to 25% by the
year 2021/2022
4.3.3.3.3.90 Vector breeding sites reduced from 72% to 40% at facility level by the
year 2021/2022
4.3.3.3.3.91 Prevalence of skin diseases reduced from 2.9% to 2% by the year
2021/2022
4.3.3.3.3.92 Eye care cases reduced from 1.7% to 1% by the year 2021/2022
4.3.3.3.3.93 Shortage of medicine , medical equipment, medicine diagnostic supplies
reduced from 60% to 45% by the year 2021/2022
4.3.3.3.3.94 Maternal mortality rate reduced from 332/100,000 to 325/100,000 by the
year 2021/2022
4.3.3.3.3.95 Rate of patients come with complication at health facilities reduced from
52% to 48% by the year 2021/2022
4.3.3.3.3.96 Vulnerable children in community areas reduced by the year 2021/2022
4.3.3.3.3.97 Number of children living in vulnerable environments reduced by 15% by
the year 2021/2022
4.3.3.3.3.98 Number of mental recited diseases reduced by 10% by the year 2021/2022
4.3.3.3.3.99 At least 200 numbers of poor and vulnerable older people, identified,
supported and enrolled in pre-payment, exemptions and waivers schemes
and socially rehabilitated and settled by the year 2021/2022
4.3.3.3.3.100 MVC adolescence trained on life skills and provision of youth-friendly
reproductive health services by the year 2021/2022
4.3.3.3.3.101 The number of health workers increased from 52% to 82% by the year
2021/2022
4.3.3.3.3.102 Skilled health staffs increased from 26% to 36% by the year 2021/2022
4.3.3.3.3.103 Number of health facilities with staff houses increased from 47 to 50 by the
year 2021/2022
4.3.3.3.3.104 100% of health facilities are supervised and supervision reports copied to
facility in charge by CHMT or cascade supervisors in quarterly bases by the
year 2021/2022
4.3.3.3.3.105 All health Facilities by levels have at least 80% constant supply of medical
and diagnostic supplies medicines, vaccines, and hospital equipments by the
year 2021/2022
4.3.3.3.3.106 100% of HFGCs, CHSB have facilities planned activities by the year
2021/2022
4.3.3.3.3.107 Council has functioning CHSB and HFGC by 100% by the year 2021/2022
4.3.3.3.3.108 All HFS by level have at least 80% constant supply of medical and
diagnostic supplies, medicine, vaccines and hospital equipments by the year
2021/2022
87
4.3.3.3.3.109 Every community member accesses a health facility services which is
equipped according to national minimum standard requirements by the
year 2021/2022
4.3.3.3.3.110 20% of traditional practitioners and healers adhere to national guideline
by the year 2021/2022
4.3.3.3.3.111 All traditional practitioners and healers adhere to National guideline by
the year 2021/2022
4.3.3.3.3.112 Every community member accesses a health facility services which is
equipped according to national minimum standard requirements by the
year 2021/2022
4.3.3.3.3.113 All health facility have functional HMIS including HRIS by the year
2021/2022
4.3.3.3.3.114 Over 50% of vulnerable community sensitized on impending health
emergencies by the year 2021/2022
4.3.3.3.3.115 Over 50% of vulnerable community sensitized on impending health
emergencies by the year 2021/2022
4.3.3.3.3.116 Over 50% of vulnerable community sensitized on impending health
emergencies by the year 2021/2022
4.3.3.3.3.117 Council health facilities adhere to school health programme guideline by
the year 2021/2022
4.3.3.3.3.118 Council health facilities adhere to school health programme quadrille by
the year 2021/2022
4.3.3.3.3.119 20% of traditional practitioners and healers adhere to national guideline
by the year 2021/2022
4.3.3.3.3.120 Water, hygiene and sanitation related diseases reduced from ...% to ...%
by the year 2021/2022
4.3.3.3.3.121 Service delivery increased from 60% to 75% by the year 2021/2022
4.3.3.3.3.122 Secondary school buildings and study materials increased from 56% to
75% by the year 2021/2022
4.3.3.3.3.123 Quality of Health services improved from 77% to 80% by the year
2021/2022
4.3.3.3.3.124 Conducive working environment to 8 staffs ensured from 76% to 90% by
the year 2021/2022
4.3.3.3.3.125 Working spirit to all Masoko Township Authority staffs improved from
15% to 40% by the year 2021/2022
4.3.3.3.3.126 Social services in Masoko Township Authority improved from 15% to
40% by the year 2021/2022
4.3.3.3.3.127 Working spirit to all Masoko Township Authority staffs improved from
30% to 70% by the year 2021/2022
4.3.3.3.3.128 Smooth running of DLNREO office improved from 60% to 70% by the
year 2021/2022
4.3.3.3.3.129 Social services in Masoko Township Authority improved from 30% to
70% by the year 2021/2022
4.3.3.3.3.130 Working spirit to all Kivinje Township Authority staffs improved from
30% to 70% by the year 2021/2022
4.3.3.3.3.131 Social services in Kivinje Township Authority improved from 30% to 70%
by the year 2021/2022
88
4.3.3.3.3.132 Revenue collection improved from 80% to 100% by the year 2021/2022
4.3.3.3.3.133 Access and Quality education delivery improved from 56% to 82% by the
year 2021/2022
4.3.3.3.3.134 Social welfare of the community improved in the District by the year
2021/2022
4.3.3.3.3.135 Raise household uptake of adequately iodated salt from 6% to 25% by the
year 2021/2022
4.3.3.3.3.136 Agriculture produce processing industries in the District improved from
40% to 60% by the year 2021/2022
4.3.3.3.3.137 Percentage of services delivery by Education sector increased from 80% to
85% by the year 2021/2022
4.3.3.3.3.138 Accounting policies, financial regulations & accountabilities adhered from
75% to 90% by the year 2021/2022
4.3.3.3.3.139 Agriculture produce processing industries in the District improved from
40% to 60% by the year 2021/2022
4.3.3.3.3.140 Agriculture produce processing industries in the District improved from
40% to 60% by the year 2021/2022
4.3.3.3.3.141 Raise household uptake of adequately iodated salt from 6% to 25% by the
year 2021/2022
4.3.3.3.3.142 Business and Managerial Skills in 47 co-operative societies strengthened
from 80% to 90% by the year 2021/2022
4.3.3.3.3.143 Working capacity of Trade and Economy staff strengthened by the year
2021/2022
4.3.3.3.3.144 Trade and economy office working environment enhanced by the year
2021/2022
4.3.3.3.3.145 ...Customers Land titles issued by the year 2021/2022
4.3.3.3.3.146 Business & managerial skills to..... cooperative societies strengthened by the
year 2021/2022
4.3.3.3.3.147 ........Cooperative Societies registered and operating by the year 2021/2022
4.3.3.3.3.148 .......Bee keeping groups established and supported by the year 2021/2022
4.3.3.3.3.149 Beekeeping practices built in 10 wards by the year 2021/2022
4.3.3.3.3.150 Liquid waste management improved from 80% to 90% by the year
2021/2022
4.3.3.3.3.151 ..... Small scale miners registered by the year 2021/2022
4.3.3.3.3.152 At least 70% of Girls complete primary and secondary education by the
year 2021/2022
4.3.3.3.3.153 Increased breastfeeding rate from 18 to 50% , by the year 2021/2022
4.3.3.3.3.154 Reduce anaemia by 20% among women of childbearing age and children
under 5 years old by the year 2021/2022
4.3.3.3.3.155 At least 75% of children under five years old are reached through screening
for severe and moderate acute malnutrition at community level by the year
2021/2022
4.3.3.3.3.156 At least 50% of the school-age children and 30% of adult population are
sensitized on the risk factors for non-communicable diseases by the year
2021/2022
4.3.3.3.3.157 Communities have access to a diverse range of nutritious food throughout
the year by the year 2021/2022
89
4.3.3.3.3.158 Quality cultural groups, sports clubs and cultural activities improved from
55% to 65% by the year 2021/2022
4.3.3.3.3.159 At least 90% of vehicles, equipment and office machines are maintained by
the year 2021/2022
4.3.3.3.3.160 Referral system improved at all level of Health facilities the year 2021/2022
4.3.3.3.3.161 Availability of medicine, medical equipment, diagnostic equipment and
Hospital supplies increased from 60% to 90% by the year 2021/2022
4.3.3.3.3.162 Coverage of pre prepayment schemes, with CHF increased from 60% to
80% by the year 2021/2022.
4.3.3.3.3.163 Training of 34 Councillors and 400 elected leaders at the village level on
good governance by the year 2021/2022
4.3.3.3.3.164 To maintain and repair 25 motor vehicles, 1 generator and 50 motor
cycles of Kilwa DC by the year 2021/2022
4.3.3.3.3.165 To facilitate acquisition of software and hardware at the Council by the
year 2021/2022
4.3.3.3.3.166 To coordinate development of ICT standards at the Council by the year
2021/2022
4.3.3.3.4 Key Performance Indicators
4.3.3.3.4.1 Number of maternal/and new born death reported
4.3.3.3.4.2 Number of pregnant mothers delivered at the health facilities
4.3.3.3.4.3 Number of children Vaccinated
4.3.3.3.4.4 Number of clients received Modern contraceptives
4.3.3.3.4.5 Number of supervision routes conducted
4.3.3.3.4.6 Number of malaria cases diagnosed and treated
4.3.3.3.4.7 Number of kits and equipment procured
4.3.3.3.4.8 Number of Households enrolled (CHF)
4.3.3.3.4.9 Functioning of vehicles, office machines, and equipment
4.3.3.3.4.10 Number accessed advanced medical care
4.3.3.3.4.11 Number of Secondary school teaching and learning materials increased
4.3.3.3.4.12 % age of All ongoing projects in the district completed
4.3.3.3.4.13 % age of Council infrastructures increased
4.3.3.3.4.14 % age of Participatory planning, Budgeting, monitoring and evaluation
systems ensured
4.3.3.3.4.15 % age of pass rate increased
4.3.3.3.4.16 % age of Physical Infrastructures in rural areas improved
4.3.3.3.4.17 % age of social services delivered
4.3.3.3.4.18 % age of Under five birth registration to children improved
4.3.3.3.4.19 % of council income budget
4.3.3.3.4.20 % of Examination pass rate of form II students increased
4.3.3.3.4.21 % of Examination pass rate of form IV students increased
4.3.3.3.4.22 % of plot application resulting in plot allocations
4.3.3.3.4.23 % of Revenue collection improved
4.3.3.3.4.24 % of solid refuse collected disposed
4.3.3.3.4.25 Access and quality LAN and WAN in KDC’s Offices
4.3.3.3.4.26 Client’s Satisfaction Level
4.3.3.3.4.27 No of plots surveyed Annually
90
4.3.3.3.4.28 Number of Accounting policies and financial regulations provided
4.3.3.3.4.29 Number of councilors and staffs in the district enhanced
4.3.3.3.4.30 Proportion of staffs with the good working efficiency
4.3.3.3.4.31 Percentage of students who passed form IV with grade A,B,C and D
4.3.3.3.4.32 Percentage of pupils who passed standard VII with grade A,B,C
4.3.3.3.4.33 Percentage of pupils
4.3.3.3.4.34 Percentage of services delivered to all staffs increased
4.3.3.3.4.35 Percentage of services delivered by secondary education sector increased
4.3.3.3.4.36 Percentage of enrolment rate for standard one pupils increased
4.3.3.3.4.37 Number of disaster issues coordinated
4.3.3.3.4.38 Number of sports and culture in the District promoted
4.3.3.3.4.39 Number of talents players enhanced
4.3.3.3.4.40 Number of VEOs and members of ward tribunals trained
4.3.3.3.4.41 Number of suggestion boxes
4.3.3.3.4.42 Number of meetings conducted
4.3.3.4 Quality and Quantity of Socio-Economic Services and Infrastructure Increased
4.3.3.4.1 Objective Description:
The Kilwa District Council’s aims at achieving a high quality livelihood for its people.
Attain good governance through the rule of law and develop a strong and
competitive economy. Through sector policies government geared to improve
production in agriculture, livestock and other activities which will reduce the poverty
to the most of People in Kilwa District. Here including implementation of free
education for Primary pupils, Investment projects by basing in construction of Bus
Termino Stand at Nangurukuru and addressing infrastructure bottlenecks among others
with view to accelerating economic growth and improve quality of life of our citizens.
4.3.3.4.2 Strategies
4.3.3.4.2.1 Effective coordination, monitoring and supervision of all District planned
activities
4.3.3.4.2.1 Ensure involvement of relevant stakeholders in budget plan and
preparation
4.3.3.4.2.2 Ensure reliability of correct and accurate statistics/ data
4.3.3.4.2.3 Attract investors in the district
4.3.3.4.2.4 Improve access quality and equitable social services delivery
4.3.3.4.2.5 Strengthening the organizational service delivery capacity
4.3.3.4.2.6 Mobilizing political will
4.3.3.4.2.7 Strengthening monitoring , evaluation and accountability
4.3.3.4.2.8 Strengthen resource management
4.3.3.4.2.9 Improving economic viable projects
4.3.3.4.2.10 Coordinate, monitor, and evaluate Implementation of Policies and
strategies
4.3.3.4.2.11 Implementation of training program
4.3.3.4.2.12 Participatory planning, implementation, monitoring and evaluation
ensured
91
4.3.3.4.2.13 Health facilities improve
4.3.3.4.2.14 Strengthening the organizational service delivery capacity
4.3.3.4.2.15 Rehabilitate schemes
4.3.3.4.2.16 Establishment of food security Committee to 50 wards
4.3.3.4.2.17 To increase area of Horticultural crops from … acres to … acres
4.3.3.4.2.18 Rehabilitate canals
4.3.3.4.2.19 Construct schemes
4.3.3.4.2.20 Construct canals
4.3.3.4.3 Targets
4.3.3.4.3.1 Council physical infrastructures and buildings increased from 70% to 85%
by the year 2021/2022
4.3.3.4.3.2 Irrigation schemes infrastructures at Mpindiro improved from 25% to
80% by the year 2021/2022
4.3.3.4.3.3 Utilization of valleys through irrigation systems promoted by the year
2021/2022
4.3.3.4.3.4 Makangaga irrigation canals rehabilitated by the year 2021/2022
4.3.3.4.3.5 To prepare investment write-up Promote opportunities available in the
district by the year 2021/2022
4.3.3.4.3.6 Own source revenue collection increased from the present Tsh. 3.5 billion
to Tsh. 3.9 billion by the year 2021/2022
4.3.3.4.3.7 Percentage of project implementation increased from the present 60% to
80% by the year 2021/2022
4.3.3.4.3.8 Council physical infrastructures and buildings increased from 70% to 85%
by the year 2021/2022
4.3.3.4.3.9 Council infrastructure increased from 70% to 85% by the year 2021/2022
4.3.3.4.3.10 Statistical Data Base developed and reviewed in KDC by the year
2021/2022
4.3.3.4.3.11 Proportional of Rural population with access to clean and safe water
increase from 48.3% to 65% by the year 2021/2022
4.3.3.4.3.12 Livestock Mortality rate reduced from 32% to 10% through vaccination,
treatment and improve Animal health by the year 2021/2022
4.3.3.4.3.13 Fisheries infrastructure improved from 30% to 50% by the year 2021/2022
4.3.3.4.3.14 Council physical infrastructures and buildings increased from 70% to 85%
by the year 2021/2022
4.3.3.4.3.15 Working tools, equipment and facilities procured installed and maintained
by the year 2021/2022
4.3.3.4.3.16 Road Spot improvement performed to 300 km by the year 2021/2022
4.3.3.4.3.17 Animal health aspects will be improved by 20% from the current 35% to
55% by the year 2021/2022
4.3.3.4.3.18 Routine maintenance performed to 300 km by the year 2021/2022
4.3.3.4.3.19 Nangurukuru Bus stand terminals improved by the year 2021/2022
4.3.3.4.3.20 Physical infrastructure improved through constituency development catalyst
fund from 65% to 85% by the year 2021/2022
4.3.3.4.3.21 Development project a managed and ICT infrastructure managed
effectively in KDC by the year 2021/2022
92
4.3.3.4.3.22 Participatory Planning, Budgeting, Monitoring and evaluation systems
ensured by the year 2021/2022
4.3.3.4.3.23 Number of Health facilities increased from current 55% to 65% by the
year 2021/2022
4.3.3.4.3.24 All ongoing projects in the district completed from 75% to 100% by the
year 2021/2022
4.3.3.4.3.25 Council physical infrastructures and buildings increased from 70% to 85%
by the year 2021/2022
4.3.3.4.3.26 Participatory planning Implementation monitoring and evaluation ensured
by the year 2021/2022
4.3.3.4.3.27 79 kms of district roads network improved by the year 2021/2022
4.3.3.4.3.28 Livestock production improved by 10% from the current 35% to 45% by
the year 2021/2022
4.3.3.4.3.29 Livestock mortality rate decreased by 10% from the current 25% to 15%
by the year 2021/2022
4.3.3.4.3.30 Livestock infrastructures improved by 25% from the current 15% to 40%
by the year 2021/2022
4.3.3.4.3.31 Crop production increased by 10% to 60% by the year 2021/2022
4.3.3.4.3.32 Oxen infrastructure improved by 10% from 50% to 60% by the year
2021/2022
4.3.3.4.3.33 Crop production increased from 60% to 70% through provision of
Agricultural inputs in 2 villages by the year 2021/2022
4.3.3.4.3.34 Micronutrient consumption by Children, adolescents and Women of
reproductive age increased from 60% to 80% by the year 2021/2022
4.3.3.4.3.35 50 groups of farmers for Horticultural crops trained by the year 2021/2022
4.3.3.4.3 Key Performance Indicators
4.3.3.4.3.1 Number of schemes rehabilitated
4.3.3.4.3.2 Number of project coordinated
4.3.3.4.3.3 Availability of budget documents
4.3.3.4.3.4 Availability of district profile
4.3.3.4.3.5 Availability of quarterly and annual reports documents
4.3.3.4.3.6 Number of write-ups
4.3.3.4.3.7 Number of promotion campaigns
4.3.3.4.3.8 Strengthening the organizational service delivery capacity
4.3.3.4.3.9 Improve livestock infrastructure
4.3.3.4.3.10 Reduce animal diseases incidence
4.3.3.4.3.11 Train Livestock keepers
4.3.3.4.3.12 Number of canals rehabilitated
4.3.3.4.3.13 Number of schemes constructed
4.3.3.4.3.14 Number of canals constructed
4.3.3.4.3.15 Number of horticultural groups trained
4.3.3.4.3.16 Number of horticultural acres cultivated
4.3.3.4.3.17 Number of food security committees empowered
4.3.3.4.3.18 % of council income budget
93
4.3.3.5 Objective E:
Good Governance and Administrative Services Enhanced
4.3.3.5.1 Objective description:
Kilwa District Council vision aspire a better and sustainable life to its residents can only
be achieved when its natural resources and environment are in harmony with daily lives
of the citizens. This involves ensuring sanitation and hygiene practises are improved for
better health of the population. Of equal importance is the conservation of the forests
and improvement of environment in markets, open spaces and roads.
4.3.3.5.2 Strategies
4.3.3.5.2.1 Strengthening the organizational service delivery capacity
4.3.3.5.2.2 Enhance good governance and rule of law
4.3.3.5.2.3 Running of Workers Council
4.3.3.5.2.4 Recruitment of Qualified Staff
4.3.3.5.2.5 Evaluation of employees work performance
4.3.3.5.2.6 Promotion of qualified employees
4.3.3.5.2.7 Coordinating council’s training program
4.3.3.5.2.8 Preparation of personnel emoluments (P.E)
4.3.3.5.2.9 Preparation of council staff seniority list
4.3.3.5.2.10 Improved the capacity and speed of Ward and Village Land and housing
tribunals in determination of land disputes in order to enable citizens to
continue with their day to day activities.
4.3.3.5.2.11 Strength income capacity of community
4.3.3.5.2.12 Conduct training to works
4.3.3.5.2.13 Improve social services
4.3.3.5.2.14 Improve of service delivery through increased private sector participation
4.3.3.5.2.15 Conduct sensitization meetings to communities and other stakeholders
4.3.3.5.2.16 Conduct trainings to different committees
4.3.3.5.2.17 Attend professional meetings, workshops and seminars
4.3.3.5.2.18 Inculcate appropriate skills for conservation of the environment
4.3.3.5.2.19 Statutory Committee Meetings conducted
4.3.3.5.2.20 Operational and maintenance cost conducted to all sectors
4.3.3.5.3 Targets
4.3.3.5.3.1 Statutory Committee Meetings Conducted by the year 2021/2022
4.3.3.5.3.2 Social services Improved in the District by transferring 20% of GPG to
lower level from 85% to 100% by the year 2021/2022
4.3.3.5.3.3 Registry, cleanliness , secretarial, security and transport services in the
District provided by the year 2021/2022
4.3.3.5.3.4 Complaints handling system established by the year 2021/2022
4.3.3.5.3.5 All sectors overhead and Operational cost met by the year 2021/2022
4.3.3.5.3.6 Institutionalize OPRAS by the year 2021/2022
4.3.3.5.3.7 Professional training of staff conducted following training programme by
the year 2021/22
94
4.3.3.5.3.8 Working tools, equipment and facilities procured installed and maintained
by the year 2021/2022
4.3.3.5.3.9 50 Council staff and 31 leaders trained on various skills by the year
2021/2022
4.3.3.5.3.10 Working Environment to finance administration staffs improved from 85%
to 95% by the year 2021/2022
4.3.3.5.3.11 Working spirit to all Kivinje Township Authority staffs improved from 15%
to 40% by the year 2021/2022
4.3.3.5.3.12 Social services provision in Kivinje Township Authority improved from
15% to 40% by the year 2021/2022
4.3.3.5.3.13 Social services provision in Masoko Township Authority improved from
15% to 40% by the year 2021/2022
4.3.3.5.3.14 Working spirit to all Masoko Township Authority staffs improved from
15% to 40% by the year 2021/2022
4.3.3.5.3.15 Working efficiency to final accounts staffs improved from 85%to 95% by
the year 2021/2022
4.3.3.5.3.16 Payment displinary improved from 96% to 100% by the year 2021/2022
4.3.3.5.3.17 Council legal rights and enforcement of bylaws enhanced from 67% to
75% by the year 2021/2022
4.3.3.5.3.18 Procurement discipline in the district increased from 75% to 92% by the
year 2021/2022
4.3.3.5.3.19 Good Governance and Administrative services in the District Improved
from the current 90% to 100% by the year 2021/2022
4.3.3.5.4 Key Performance Indicators
4.3.3.5.4.1 % age of social services delivered
4.3.3.5.4.2 % of council income budget
4.3.3.5.4.3 Client’s Satisfaction Level
4.3.3.5.4.4 Number of Accounting policies and financial regulations provided
4.3.3.5.4.5 Number of councilors and staffs in the district enhanced
4.3.3.5.4.6 Proportion of staffs with the good working efficiency
4.3.3.5.4.7 Percentage of services delivered to all staffs increased
4.3.3.5.4.8 Number of disaster issues coordinated
4.3.3.5.4.9 Number of suggestion boxes
4.3.3.5.4.10 Number of meetings conducted
4.3.3.6 Objective F. Social welfare, gender, community empowerment and good governance
improved
4.3.3.6 .1 Objective description:
Government has put great emphasis on addressing all Cross-Cutting issues supposed to be
followed by all public institutions. These include HIV/AIDS, Legal issue Disaster
Management, Environmental and Gender. Kilwa District has a coordinative and advisory
95
role in dealing with cross-cutting issues. In addition the Kilwa District has mainstreamed
all these issues in its daily operations. The plan is to enhance awareness creation on
disaster management, facilitate the LGAs in preparedness and response to crossing cutting
issues.
4.3.3.6.2 Targets
4.3.3.6.2.1Working environment to 22 staffs improved from 75% to 80% by the year
2021/2022
4.3.3.6.2.1 National festival facilitated by the year 2021/2022
4.3.3.6.2.2 Advocacy and political commitment strengthened to 20 leaders by the year
2021/2022
4.3.3.6.2.3 Continuum of care, treatment and support to 900 people living with
HIV/AIDS improved by the year 2021/2022
4.3.3.6.2.4 Social support of people Living with HI V/AIDS, MVC, widowers and
widow in 20 villages facilitated by the year 2021/2022
4.3.3.6.2.5 Coordination of Disaster preparedness and response enhanced by the year
2021/2022
4.3.3.6.2.6 Working tools, equipment and facilities procured installed and maintained
by the year 2021/2022
4.3.3.6.2.7 Cross cutting issues mainstreamed in core activities to all sectors in KDC by
the year 2021/2022
4.3.3.6.2.8 Coordination and management of HIV/AIDS intervention in 21 wards
strengthened by the year 2021/2022
4.3.3.6.2.9 Council HIV/AIDS comprehensive plan implemented by the year
2021/2022
4.3.3.6.2.10 District and community HIWAIDS response strengthened in 40 villages,
wards and district level by the year 2021/2022
4.3.3.6.2.11 Women and children rights promoted and protected by the year
2021/2022
4.3.3.6.2.12 Participation of multsectoral committees in 20 wards enhanced by the year
2021/2022
4.3.3.6.2.13 Council legal rights and enforcement of bylaws enhanced from 67% to
75% by the year 2021/2022
4.3.3.6.2.14 Social support of people living with HIV/AIDS facilitated by the year
2021/2022
4.3.3.6.2.15 National festivals facilitated by the year 2021/2022
4.3.3.6.2.16 Lower level community entrepreneurships development strengthened in
23 wards in the district by the year 2021/2022
4.3.3.6.2.17 Gender equity in family development programme in the District
strengthened by the year 2021/2022
4.3.3.6.2.18 Development of entrepreneurship at the low levels strengthened in 23
wards of Kilwa District by June 2021/2022
96
4.3.3.6.2.19 Council legal rights and enforcement of bylaws enhanced from 67% to
75% by the year 2021/2022
4.3.3.6.2.20 Preventing of stunting under wait and weight and wasting in children of
under five reduced by 10% from current levels of 42%, 16% 5%
respectively by the year 2021/2022
4.3.3.6.2.21 Working environment to 20 staffs improved from 75% to 80% by the
year 2021/2022
4.3.3.6.2.22 Advocacy and political commitment strengthened to 20 leaders by the year
2021/2022
4.3.3.3 Strategies
4.3.3.3.1 Sensitize women in targeted villages to form group’s prior training.
4.3.3.3.2 Sensitize Youth in targeted villages to form group’s prior training.
4.3.3.3.3 To improve the capacity and speed of Ward and Village Land and housing
tribunals in determination of land disputes in order to enable citizens to
continue with their day to day activities.
4.3.3.3.4 Strengthening the organizational service delivery capacity
4.3.3.3.5 Create awareness on HIV/AIDS to KDC staff
4.3.3.3.6 Continue providing supportive services to people living with HIV/AIDS
(PLWA)
4.3.3.3.7 Prepare & implement comprehensive plans to combat and mitigate HIV/AIDS.
4.3.3.3.8 Create awareness on HIV/AIDS to KDC staff
4.3.3.3.9 Create awareness on HIV/AIDS to PLHIV
4.3.3.3.10 Create awareness on HIV/AIDS to the Communities of Kilwa District.
4.3.3.3.11 Care and support services to all staff living with HIV/AIDS
4.3.3.3.12 Advocacy and political commitment strengthened
4.3.3.3.13 Social support of people living with HIVAIDS, MVC, Widowers and Widow
4.3.3.3.14 Coordinate and Management of HIVAIDS interventions
4.3.3.3.15 Participation of multsectoral committees
4.3.3.4 Key Performance Indicators
4.3.3.4.1 % of council income budget
4.3.3.4.2 Percentage of Working spirit to all KDC staffs improved
4.3.3.4.3 Availability of Ward and village tribunals reports
4.3.3.4.4 Availability of land disputes to 23 wards and 90 villages.
4.3.3.4.5 Availability of Capacity building reports
4.3.3.4.6 Improve access quality and equitable social services delivery
4.3.3.4.7 Mobilizing political will
4.3.3.4.8 Strengthening monitoring , evaluation and accountability
4.3.3.4.9 Ensure implementation of training program in the District
4.3.3.4.10 Strengthen resource management
4.3.3.4.11 Coordinate, monitor, and evaluate Implementation of Policies and strategies
97
4.3.3.5 Objective G: Management of Natural Resources and Environment Enhanced and Sustained
4.3.3.5.1 Objective description:
Kilwa District Council vision aspire a better and sustainable life to its residents can only
be achieved when its natural resources and environment are in harmony with daily lives
of the citizens. This involves ensuring sanitation and hygiene practises are improved for
better health of the population. Of equal importance is the conservation of the forests
and improvement of environment in markets, open spaces and roads.
4.3.3.5.2 Strategies
4.3.3.5.2.1 Good governance and administrative services enhanced
4.3.3.5.2.2 Strengthening the organizational service delivery capacity
4.3.3.5.2.3 Survey of plots
4.3.3.5.2.4 Plot application and plot allocations
4.3.3.5.2.5 Implementation of training program
4.3.3.5.2.6 Availability of fund
4.3.3.5.2.7 Availability of Staff
4.3.3.5.2.8 Community awareness
4.3.3.5.2.9 Participatory planning, implementation, monitoring and evaluation
ensured
4.3.3.5.2.10 Procurement of working tools
4.3.3.5.2.11 Provide employment benefits to staff
4.3.3.5.2.12 Strengthening the organizational service delivery capacity
4.3.3.5.2.13 Improve of service delivery through increased private sector participation
4.3.3.5.2.14 Integrate water supply services, promotion of sanitation and hygiene
education
4.3.3.5.2.15 Conduct sensitization meetings to communities and other stakeholders
4.3.3.5.2.16 Carryout field work
4.3.3.5.2.17 Attend professional meetings, workshops and seminars
4.3.3.5.2.18 Inculcate appropriate skills for conservation of the environment
4.3.3.5.2.19 Resource mobilization
4.3.3.5.2.20 Visit bee-keepers
4.3.3.5.2.21 Create awareness among bee keepers
4.3.3.5.2.22 Train Bee-keepers on honey processing
4.3.3.6 Targets
4.3.3.6.1 PFM Concept facilitated in 90 villages led to establishment of 19 village land
forest Reserves and 45 Joint Forest Management Agreements signed improve
communities Livelihood in Kilwa District by the year 2021/2022
4.3.3.6.2 90 Villagers trained on Development of Micro-economic Projects related to
PFM activities in Kilwa District Council by the year 2021/2022
4.3.3.6.3 Management of Natural Resources and livelihood of communities improved
from the current 35% to 45% by the year 2021/2022
98
4.3.3.6.4 Smooth running of DLNREO office improved from 60% to 70% by the year
2021/2022
4.3.3.6.5 Working tools, equipment and facilities procured installed and maintained by
the year 2021/2022
4.3.3.6.6 Management and utilization of wildlife resources strengthened from 75% to
90% by the year 2021/2022
4.3.3.6.7 Working spirit to thirteen staffs improved from 75% to 90% by the year
2021/2022
4.3.3.6.8 Valuation for land compensation in 8,000 surveyed plots conducted by the
year 2021/2022
4.3.3.6.9 Law enforcement in wildlife and other related natural resources issue
Strengthened from 35% to 45% by the year 2021/2022
4.3.3.6.10 Technical ant poaching patrol Strengthened and improved from 35 to 45%
Strengthened and improved by the year 2021/2022
4.3.3.6.11 Problem animal control improved from 35% to 45% by the year 2021/2022
4.3.3.6.12 Establishment of wildlife management area Strengthened and improved from
45% to 50 % by the year 2021/2022
4.3.3.6.13 Participation and public awareness improved from 30% to 45% by the year
2021/2022
4.3.3.6.14 Wildlife consolation from damaged caused by wildlife improved from 45% to
55% by the year 2021/2022
4.3.3.6.15 Illegal fishing practices controlled from 50% to 20% by the year 2021/2022
4.3.3.6.16 Aquaculture technology improved from 60% to 70% by the year 2021/2022
4.3.3.6.17 Extension services on fisheries activities facilitated from 40% to 60% by the
year 2021/2022
4.3.3.6.18 Campaign on free planting awareness rose from 50% to 75% by the year
2021/2022
4.3.3.6.19 Administration costs for forest department facilitated by the year 2021/2022
4.3.3.6.20 Campaign on tree planting awareness in Kilwa District is raised from 75% to
85% by the year 2021/2022
4.3.3.6.21 7,500,000 tree seedlings planted by 2022
4.3.3.6.22 Pricking out transferring young and tender seedlings from seedbeds into
containers (pots) increased by the year 2021/2022
4.3.3.6.23 Twenty (20 ) tree nurseries for gap filling and ten (10) sawing seeds in
seedbeds established by the year 2021/2022
4.3.3.6.24 Procurement discipline of seeds, tree nursery equipments and tools for tree
nurseries in the district increased from 85% to 100% by the year 2021/2022
4.3.3.6.25 Sustainable Management of Forests through establishment of Forest
Management Areas of 127,130 ha in 20 villages and improve communities
livelihood in Kilwa district achieved by the year 2021/2022
99
4.3.3.6.26 District capacity increased in management and supervision of PFM activities
by the year 2021/2022
4.3.3.6.27 Based upon village management plans,15 micro projects developed for 250
beneficiaries in 23 villages by the year 2021/2022
4.3.3.6.28 District capacity increased in management and supervision of PFM activities
by the year 2021/2022
4.3.3.6.29 Management and utilization of beekeeping products strengthened from 60%
to 75% by the year 2021/2022
4.3.3.6.30 PFM Concept facilitated in 90 villages led to establishment of 19 village land
forest Reserves and 45 Joint Forest Management Agreements signed improve
communities Livelihood in Kilwa District by the year 2021/2022
4.3.3.6.31 100 Villagers trained on Development of Micro-economic Projects related to
PFM activities in Kilwa District Council by the year 2021/2022
4.3.3.6.32 Strengthened Law enforcement in wildlife and other related natural resources
issue from 35% to 60% by the year 2021/2022
4.3.3.6.33 Strengthened and improve technical ant poaching patrol from 35 to 65 by the
year 2021/2022
4.3.3.6.34 Problem animal control improved from 35% to 65% by the year 2021/2022
4.3.3.6.35 Investigations and prosecutions procedure on wildlife crime improved from
45% to 75% by the year 2021/2022
4.3.3.6.36 Management and utilisation of wildlife resources strengthened from 60% to
75% by the year 2021/2022
4.3.3.6.37 Strengthened Law enforcement in wildlife and other related natural resources
issue from 35% to 60% by the year 2021/2022
4.3.3.6.38 Management of Natural resources and livelihood of communities improved
from 35% to 45% by the year 2021/2022
4.3.3.6.39 Smooth running of DLNREO office improved from 60% to 70% by the year
2021/2022
4.3.3.6.40 Villages with operational land use plans increased from 35% to 45% by the
year 2021/2022
4.3.3.6.41 10,000 plots in Kilwa District demarcated by the year 2021/2022
4.3.3.6.42 Access and planned land plots strengthened by the year 2021/2022
4.3.3.6.43 Extension services on fisheries activities improved from 75% to 85% by the
year 2021/2022
4.3.3.6.44 Fisheries catch data collection, processing and dissemination improved from
10% to 80% by the year 2021/2022
4.3.3.6.45 Working spirit to fisheries staffs improved from 60% to 80% by the year
2021/2022
4.3.3.7 Key Performance Indicators
4.3.3.7.1 % of council income budget
4.3.3.7.2 No of plots surveyed Annually
100
4.3.3.7.3 % of plot application resulting in plot allocations
4.3.3.7.4 Percentage of Working spirit to all natural resources staffs improved
4.3.3.7.5 Improve access quality and equitable social services delivery
4.3.3.7.6 Strengthening monitoring , evaluation and accountability
4.3.3.7.7 Ensure implementation of training program in the District
4.3.3.7.8 Strengthen resource management
4.3.3.7.9 Coordinate, monitor, and evaluate Implementation of Policies and strategies
4.3.3.7.10 Number of Beekeepers visited
4.3.3.7.11 Number of bee hives constructed
4.3.3.7.12 Kilograms/Tons of honey
5.0 CHAPTER 4-RESULTS FRAMEWORK
5.1. INTRODUCTION
This Chapter shows how the results (objectives and targets) envisaged in this Strategic
Plan will be measured as well as the benefits that will accrue to its clients and other
stakeholders. The study intends to show that the interventions have either led or are
leading to achievement of the intended outcomes and finally how the indicators and
progress of the various interventions will be reported and to which stakeholders. The
remainder of this chapter shows the overall Development Objective, which is the overall
impact of KDC activities, beneficiaries of Kilwa Dc services and how KDC’s objectives are
linked to MKUKUTA. The chapter also shows the Result Framework Matrix, the
Monitoring Plan; the Planned Reviews; the Evaluation Plan and finally the Reporting
Plan.
5.2 THE DEVELOPMENT OBJECTIVE
The developmental objective of KDC is to make deliver improved services (in terms of
quality, timeliness and efficiency), implement relevant policies and directives given to
them and ensure an enabling environment for stakeholders to conduct their activities.
However, KDC as a LGA and other stakeholders also play a role towards achievement of
this objective.
5.3 Beneficiaries (of District Council Services):
There are two levels of beneficiaries of KDC services. The direct beneficiaries of the
services offered by KDC are the citizens and other stakeholders are the second level
beneficiaries of services offered by Kilwa District Council aims to develop the capacity of
KDC as a LGA to deliver improved and expanded services to better serve their clients.
The capacity building services include advisory and supervisory to ensure delivery of
services through various programs being implemented in the Kilwa District.
5.4 Linkage with Sustainable Development Goals (SDGs
This strategic plan has Eight (8) objectives that contribute to three clusters that is Growth
and reduction of income poverty (cluster I); improved quality of life and social well
101
being (Cluster II) and Governance and accountability (cluster III). However these eight
(8) objectives which contribute to Achievement of Sustainable Development Goals as
stipulated below.
Goal 1: End Poverty in all its forms every where
Goal 2: Ensure healthy lives and promote wellbeing for all at all ages
Goal 3: Ensure inclusive and equitable quality education and promote
lifelong learning opportunities for all.
Goal 4: Achieve gender equality and empower all women and girls.
Goal 5: Ensure availability and sustainable management and sanitation for all
Goal 6: Build resilient infrastructure, promote inclusive and sustainable economic growth,
full and productive employment decent work for all.
Goal 7: Take urgent action to combat climate change and its impacts.
Goal 8: Conserve and sustainably use the oceans, seas and marine resources for
sustainable development.
Goal 9: Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably
manage forests, combat desertification and halt and reserve land degradation and halt
biodiversity loss.
Goal 10: Promote peaceful and inclusive societies for sustainable development, provide
access to justice for all and build effective, accountable and inclusive institutions at all
levels.
5.5 THE RESULT FRAMEWORK MATRIX
This matrix contains KDC Overall development objective, objective code, objectives,
planned outcomes and outcome indicators. The matrix envisions how the development
objective will be achieved and how the results will be measured. The indicators in the
matrix will be used to track progress towards achievement of planned outcomes and
objectives. This is covered in detail in section …... It should be noted that achievement of
KDC overall objective will be contributed by all stakeholders. The result framework
matrix is detailed below:
5.6 Monitoring, Evaluation, Review and Reporting Plans:
It is envisaged that the District Economic Planning Unit will be responsible for the M&E
function. One of the key elements of a Strategic Plan is the process for monitoring and
evaluating performance. By having a systematic way for comparing actual performance
to planned performance, the effectiveness of the actions is determined. The M&E System,
102
which will work in tandem with the Implementation Matrix, will be designed to ensure
the following: -
Establishment of clear reporting schedules, channels and feedback mechanisms on an
on-going process requiring time and commitment of all.
This subsection details the Monitoring Plan, Reviews and Evaluation for the period
covering the five strategic planning cycles.
Quarterly Progress Reports
Quarterly Reports on cumulative targets and expenditures, against the annual plan and
budget.
These will be prepared by the implementing departments and be undertaken regularly or
Coincide with end of quarter budgetary cycles. The Economic Planning Unit will act as
the internal consultancy to assist the departments in completing and coordinating the
reports prior to presentation.
Reports will describe actions taken by departments toward achieving specific
targets/outcome and strategies of the plan and may include costs, benefits, performance
measures and progress to date. Highlights of major achievements
Mid Year Progress Report
Reports will describe actions taken by departments toward achieving specific
targets/outcome and strategies of the plan and may include costs, benefits, performance
measures and progress to date. Highlights of major achievements for the mid year
Quarter 3 Progress Report.
Reports will describe actions taken by departments toward achieving specific
targets/outcome and strategies of the plan and may include costs, benefits, performance
measures and progress to date and Highlights of major achievements for quarter 3.
Quarter 4, Annual Performance Report.
Annual performance reports on targets and outcome monitoring, against the annual plan
and budget. The Annual Performance Report is intended to provide a detailed
description of council’s main achievements in terms of the targets reached and the
progress it is making in realising its outcomes and in improving its service delivery.
5-Year Outcome Evaluation Report.
A 5-Year Outcome Evaluation Report against medium term Strategic Plan objectives and
outcomes.
103
The outcome report should be prepared at the end of the Strategic Planning cycle. It
should focus on assessing the degree to which the council is meeting its planned
objectives, that is, whether it is achieving the envisioned results or outcomes documented
in its Strategic Plan. The report should summarise the findings of the main evaluations,
analytical studies, and reviews undertaken during the period. For each objective the
report should describe what the expected achievements were, how they were measured,
and what the main findings or results of the assessments were. These assessments should
be linked to the goals and operational targets of MKUKUTA.
5.6.1 MONITORING PLAN:
Monitoring involves a process of making close follow-up/tracking down the progress of
implementation of a plan. The primary objective of monitoring is to make sure that all
steps in the plan are implemented according to the plan.
The monitoring plan consists of indicators and indicators description, baseline for each
indicator; indicator targets values, data collection and methods of analysis, indicator
reporting frequencies and the officers who will be responsible for data collection, analysis
and reporting. Though the outcome indicators will be reported on annual basis, tracking
of the indicators will be made on quarterly basis.
5.6.2 EVALUATION: Evaluation on the other hand is a critical and objective appraisal of the overall planning
process in the form of specific milestones of achievements as compared to the original
objective and expectation. The monitoring and evaluation plan is detailed below:
5.6.3 PLANNED REVIEWS:
The plan is to carry out a total of five (5) formal annual reviews, during the Strategic
Planning Cycle. This will involve carrying out five (5) annual reviews. The reviews will be
tracking progress on implementation of the targets on annual basis. Annual targets will
be tracked during the period of three years. The description of the specific planned
reviews, targets timeframes and the responsible head/Units are detailed below:
S/No Year of review Description of the review Responsible person
1 During the first year of the five years strategic planning cycle, one formal annual review will be Conducted. The first review will be conducted in June 2017. The review focuses on determining whether the planned activities are moving towards achieving the Annual targets. Whether they are on track, off track, unknown or at risk. The review will also assess issues, challenges and lessons
The Quarterly Progress Report :
Quarter 1 Progress Report, summarizing implementation during Quarter 1
Mid Year ProgressReport, summarizing cumulative implementation (Quarter 1 + Quarter 2) together with a focus on budget variations
Quarter 3 Progress Report, summarizing cumulative implementation (Quarter 1 + Quarter 2 + Quarter 3)
Quarter 4 ,Annual Performance Report
DPLO/HoD
104
S/No Year of review Description of the review Responsible person
learnt over the year and to what extent the outputs delivered are contributing towards achievement of the Objectives. The review findings will be used to adjust implementation strategies whenever necessary.
The report should be prepared and submitted to MoFP and PO-RALG by the 1st of October following the completion of each financial year
2 The second year annual review will be conducted in July 2018. The review will again focus on determining whether the planned activities are moving towards achieving the annual targets. Whether they are on track, off track, unknown or at risk. The review will also assess issues, challenges and lessons learnt over the year and to what extent the outputs delivered are contributing towards the achievement of the objectives. The review findings will be used to adjust implementation strategies whenever necessary. The reviews will form the basis for third annual report
Quarter 1 Progress Report, summarizing implementation during Quarter 1
Mid Year Progress Report, summarizing cumulative implementation (Quarter 1 + Quarter 2) together with a focus on budget variations
Quarter 3 Progress Report, summarizing cumulative implementation (Quarter 1 + Quarter 2 + Quarter 3)
Quarter 4 ,Annual Performance Report
The report should be prepared and submitted to MoFP and PO-RALG by the 1st of October following the completion of each financial year
DPLO/HoD
3 During the third year of the three years strategic planning cycle one formal annual review will be conducted. The third review will be conducted in June 2019. The review focuses on determining whether the planned activities are moving towards achieving the annual targets. Whether they are on track, off track, unknown or at risk. The review will also assess issues, challenges and lessons learnt over the year and to what extent the outputs delivered are contributing towards achievement of the Objectives. The review findings will be used to adjust implementation strategies whenever necessary.
The Quarterly Progress Report :
Quarter 1 Progress Report, summarizing implementation during Quarter 1
Mid Year ProgressReport, summarizing cumulative implementation (Quarter 1 + Quarter 2) together with a focus on budget variations
Quarter 3 Progress Report, summarizing cumulative implementation (Quarter 1 + Quarter 2 + Quarter 3)
Quarter 4 ,Annual Performance Report
The report should be prepared and submitted to MoFP and PO-RALG by the 1st of October following the completion of each financial year
DPLO /HoD
4 During the fourth year of the forth years strategic planning cycle one formal annual review will be conducted. The forth review will be conducted in June 2020. The review focuses on determining whether the planned activities are moving towards achieving the annual targets. Whether they are on track, off track, unknown or at risk. The review will also
The Quarterly Progress Report :
Quarter 1 Progress Report, summarizing implementation during Quarter 1
Mid Year ProgressReport, summarizing cumulative implementation (Quarter 1 + Quarter 2) together with a focus on budget variations
Quarter 3 Progress Report, summarizing cumulative implementation (Quarter 1 +
DPLO/HoD
105
S/No Year of review Description of the review Responsible person
assess issues, challenges and lessons learnt over the year and to what extent the outputs delivered are contributing towards achievement of the objectives. The review findings will be used to adjust implementation strategies whenever necessary.
Quarter 2 + Quarter 3)
Quarter 4 ,Annual Performance Report
The report should be prepared and submitted to MoFP and PO-RALG by the 1st of October following the completion of each financial year
5 During the Firth and the final year of the five years strategic planning cycle the normal two annual reviews will be conducted The third review will be conducted in June 2021. On top of reviewing the planned targets, the review will also focus on determining whether the planned outputs over the three year period have been implemented and achieved against the indicators, and if not what could be the reasons for the under achievement. All the five years outputs and milestones will be reviewed. The review will also focus as to whether there were any changes in outputs implemented and what the alternative outputs were; assess issues, challenges and lessons learnt over the five years period, and to what extent the achieved targets have contributed towards Achievement of five year outcomes. The review will form the basis of preparation of the next five year Strategic Plan.
5 Year Outcome Report: Assessment of Progress in Meeting each objective
• Should be undertaken as a series of evaluations, reviews, or analytical studies.
• Comparing indicators values before and after
• Comparing targeted indicator values to actual indicator values.
• The report should be submitted to MoFP and PO-RALG by the 1st of October following the completion of the Strategic Planning cycle.
DPLO/HoD
5.6.4 REPORTING PLAN:
This subsection details the Reporting Plan which contains the internal and external
reporting plan. The reporting plan is in accordance with statutory requirements, Medium
Term Strategic Planning and Budgeting Manual or as may be required from time to time.
5.6.4.1 Internal Reporting Plan:
This plan will involve preparation of types of reports namely sections, quarterly progress
reports and annual reports. These reports will be submitted to various internal
stakeholders including DCC, DED, and Departmental Heads.
The reports will be prepared on weekly, monthly, quarterly, annually or on demand
basis as may be required from time to time. The Reporting Plan is detailed below:
S/no Type of Report Recipient Frequency Responsible person
1 Monthly DED, CMT, Monthly Heads of department,
106
management reports Finance
Committee
sections and units
2 Quarterly reports CMT,Sectoral
standing
Committee
Quarterly Heads of department,
sections and units
3 Human resource
management Reports
DED Mid-year Administration and Human
resource department
4 Internal audit reports DED, Finance
Committee
Quarterly District Internal Auditor
5 Open Performance
Review and Appraisal
Report
DED Mid yearly
and
annually
Head of departments and
Administration and Human
resource department
6 Council Development
reports
DED, Finance
Committee
Quarterly DPLO
7 Financial
management reports
DED,CMT,Fina
nce Committee
Monthly
and
Quarterly
DT
5.6.4.2 External Reporting Plan: This plan will involve preparation of various reports namely Projects Implementation
Report, Performance reports, Procurement reports, financial statements, Annual reports
and Election Manifesto implementation report to be submitted to various external
stakeholders, including PO- RALG, Controller and Auditor General.
Development Partners, the Local Authorities Accounting Parliament Committee and the
General Public. The reports will be prepared on quarterly, annually or on demand basis
from time to time. The reporting plan will be in accordance with the statutory
requirements as directed, as well as the Government Performance reporting requirements
as stipulated in the Medium Term Strategic Planning and Budgeting Manual.
NO TYPE OF REPORT RECIPIENT FREQUENCY RESPONSIBLE PERSON
1 Progress report for
other Charges and
Council Development
PO-RALG Quarterly DED
2 Election Manifesto
Progress report
PO- RALG, CCM
District Office
Bi-Annual and
Annually
DPLO
3 Financial Statements Controller and Auditor Annually DED,DT
4 Procurement reports General Annually DED/DPO
5 Council Financial reports PO-RALG Quarterly DED,DT
107
6 Annual Reports PO- RALG &
Sector Ministries
Annually DED/Heads of
respective Department
7 Human resource
Management report
POPSM Annually Head of Administration
and Human resource
department
5.6.5 Linking M&E to Performance Management and Staff Appraisal:
For the implementation of the Plan to be effective the M&E will be an integral part of
the council’s performance management system and will be linked to staff appraisal
(OPRAS) and reward.
Officers and Departments/Units that meet or exceed their plan targets will be given
commendation and rewarded accordingly
5.6.6 Risks Management
The future implementation of this strategic plan is exposed to the likelihood of
unforeseen events that might affect the implementation of this plan. Working towards
achieving the Kilwa District Council’s Vision, the council needs an integrated
organization-wide approach to manage uncertainties. The District council is exposed to
various risks. Table ….. provide critical analysis of risks, description of the risk, category
of risk, likelihood of the risk to occur, impact and risk mitigation.
TABLE: RISK ANALYSIS MATRIX FOR KILWA DISTRICT COUNCIL
RISK DESCRIPTION OF
RISK
TYPE OF
RISK/CATEGORY
LIKELIHOOD OF
OCCURRENCE
IMPACT OF
RISK
RISK
MITIGATION
Drought Increased human
population leads to
human activities
Environmental High Shortage of
green
pasture,
Food
insecurity
Farmers-
livestock
keepers
conflicts
Planting of
tree
Floods
Climate
change/ nature
resulting into heavy
rain
Environmental High Destruction
of crops
Soil erosion
Loss of
people and
animal lives
Terracing
Planting trees
Withdraw of
Development
funders
Economic and
political instability
Failure to meet
terms and conditions
Financial Medium Failure to
implement
developmen
t projects
Diversification
of sources
Forest fire
Negative altitude of
human beings
Socio-cultural
behavior
Low Environment
degradation
Loss of
biodiversity
Provision of
environment
conservation
108
Outbreak of
diseases
(notifiable
diseases)
Cross boundary
human interactions
and poor sanitation
and hygiene
Healthy High Deaths
Loss of man
power
Knowledge on
environmental
management
and proper
sanitation
The illusive nature of this strategic plan is characterized with uncertainties; hence the
successful implementation of this plan depends on the existence of the following major
assumptions which need close monitoring of the implementing agents and other
stakeholders.
Continued commitment of community members and other stakeholders in
deliberating efforts and resource in implementing development projects
Increased collection of revenue from own sources
Continued conducive political and socio-economic environment
Continued willingness of stakeholders to support and respond effectively to the
needs of District.
Council in implementing the strategic plan
Improved conditions for effective staff retention and motivation.
Timely disbursement of fund from Central government
Continued provision of technical support, policies, guidelines and financial
support from respective ministries
Continues stability and improved economic growth of the country
Continued good leadership at the District Council level
109
KILWA’S ORGANIZATION STRUCTURE
FULL COUNCIL
FINANCE ADMIN PLANNING COMMITTEE
EDUCATION HEALTH WATER COMMITTEE
WORKS, ECONOMIC AND ENVIRONMENT COMITTEE
LEGAL
DISTRICT EXECUTIVE DIRECTOR
COMMITTEE FOR COMBAT HIV/AIDS
EDUCATION (PRIMARY)
HEALTH
INTERNAL AUDIT
WATER WORKS PLANNING STATISTICS
& MONITORING
NATUREAL
RESOUCES
AGRICULTURE &
COOPERATIV
E
EDUCATION IN
SECONDARY
FINANCE & TRADE
COMMUNITY
DEVELOPMENT
LIVESTOCK& FISHERIES
COMMUNICATION TECHNOLOGY ELECTION
PROCUREMENT BEE-KEEPING
ENVIRONMENT & SANITATION
ENVIRONMENT & SANITATION
GENERAL ADMINISTRATION & HUMAN RESOURCE
110
MEDIUM TERM STRATEGIC PLAN MATRIX S/N OBJECTIVES STRATEGIES TARGETS KEY
PERFORMANCE INDICATOR
Time Frame RESPONSIBLE PERSON
2017/2018 2018/2019 2019/2020 2020/2021 2021/2022
1Q
2Q
3Q
4Q
1Q
2Q
3Q
4Q
1Q
2Q
3Q
4Q
1Q
2Q
3Q
4Q
1Q
2Q
3Q
4Q
1 Objective A: Improved services and reduce HIV/AIDS infection.
Create awareness on HIV/AIDS to KDC staff
Continuum of care, treatment and support to 2 people living with HIV/AIDS improved by the year 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
2 Continue providing supportive services to people living with HIV/AIDS (PLWA)
Seminars on HIV/ AIDS conducted to KDC staff by the year 2021/2022
Number of PMTCT clients tested and treated;
CHAAC/DACC
3 Prepare & implement comprehensive plans to combat and mitigate HIV/AIDS.
Voluntary counselling conducted to KDC staff by the year 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
4 Create awareness on HIV/AIDS to PLHIV
Seminars on HIV/AIDS facilitated to PLHIV by the year 2021/2022
Percentage of HIV/ AIDS infection rate;
CHAAC/DACC
111
5 Create awareness on HIV/AIDS to the Communities of Kilwa District.
HIV/AIDS Programs developed and implemented by the year 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
6 Care and support services to all staff living with HIV/AIDS
Care and support services to staff living with HIV/AIDS provided by the year 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
7 Advocacy and political commitment strengthened
Advocacy and political commitment strengthened to 200 leaders 2021/2022
New HIV/AIDS cases at community level reduced
CHAAC/DACC
8 Social support of people living with HIVAIDS, MVC, Widowers and Widow
Social support of people living with HIVAIDS, MVC, Widowers and Widow in 90 villages facilitated 2021/2022
Increased productivity in health department
CHAAC/DACC
9 Coordinate and Management of HIVAIDS interventions
Coordinate and Management of HIVAIDS interventions in 23 wards strengthened 2021/2022
Percentage of HIV/ AIDS infection rate;
CHAAC/DACC
112
10 Participation of multsectoral committees
Participation of multsectoral committees in 23 wards and 90 Villages enhanced 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
11 95% of all HIV positive pregnant women deliver at H/Fs
95% of all HIV positive pregnant women deliver at H/Fs by the year 2021/2022
Percentage of HIV/ AIDS infection rate;
CHAAC/DACC
12 All HIV positive pregnant women and their babies receive ant retroviral prophylaxis to prevent mother to child transmission of HIV
99% of all HIV positive pregnant women and their babies receive ant retroviral prophylaxis to prevent mother to child transmission of HIV by the year 2021/22
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
13 50% of staff undertake on job training
50% of staff undertake on job training to address the identified skills gap by the year 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
113
14 All health facilities implement standard package of HBC and services
All health facilities implement standard package of HBC and services by the year 2021/2022
Percentage of HIV/ AIDS infection rate reduced
CHAAC/DACC
15 Create awareness on HIV/AIDS to the Communities
Promote safe sexual behaviour and reduction in risk taking by the year 2021/2022
Prevalence of HIV
CHAAC/DACC
16 Create awareness on HIV/AIDS to the Communities
Prevalence of HIV reduced from 3.... to 0% by the year 2021/2022
Prevalence of HIV
CHAAC/DACC
17 Objective B: National Anti-Corruption Implementation Strategy Enhanced and Sustained Planned targets
Percentage of cases on corruption reported and prosecuted
300 stakeholders educated on the effects of petty and grand corruption by the year 2021/2022.
Percentage of cases on corruption reported and prosecuted
DHRO
18 Ensure implementation of National Anti Corruption strategy and Action plan.
Anti-Corruption Committees in KDC Coordinated by the year 2021/2022
Percentage of cases on corruption reported and prosecuted
DHRO
114
19 Ensure implementation of National Anti Corruption strategy and Action plan.
National Policy and Guidelines on Anti-Corruption distributed and implemented in by the year 2021/2022
Percentage of cases on corruption reported and prosecuted
DHRO
20 Ensure Monitoring & Evaluation on the implementation of policy and Guidelines
Monitoring and Evaluation on the implementation of policy and Guidelines in KDC by the year 2021/2022
Proportion of stakeholders satisfaction with service provision
DHRO
21 Ensure Petty, grand corruption, sexual corruption and money laundering in the District reduced or stopped
Petty, grand corruption, sexual corruption and money laundering in the District reduced by the year 2021/2022
Corruption percentage index
DHRO
22 Objective C: Improve access quality and equitable social services delivery
Percentage of Working spirit to all KDC staffs improved
Working spirit to all KDC staffs improved from 80% to 95% by the year 2021/2022
Percentage of working spirit to all KDC staffs improved
DHRO
115
23 Improve financial management &Accountability
Statutory meetings conducted by the year 2021/2022
% of council income budget
DHRO
24 Improve financial management &Accountability
Statutory progress reports prepared and submitted by the year 2021/2022
% of council income budget
DHRO
25 Strengthening the organizational service delivery capacity
Competent and customer oriented delivery of public services assured by the year 2021/2022
% of council income budget
DHRO
26 Improve access quality and equitable social services delivery
Social services in the District improved from 80% to 95% by the year 2021/2022
% of council income budget
DHRO
27 Mobilizing political will
Community participation in Wards and Villages meetings increased from 56% to 96% by the year 2021/2022
% of council income budget
DHRO
116
28 Strengthening monitoring , evaluation and accountability
Conducive working environment improved in General Administration office by the year 2021/2022
% of council income budget
DHRO
29 E - Government services in KDC improved
Institutionalize LAN and WAN by the year 2021/2022
Access and quality LAN and WAN in KDC’s Offices
DIT
30 Improving information for priority setting
Storage and accessibility of data strengthened by the year 2021/2022
% of council income budget
DTI
31 Advice and creation of awareness on disaster management
Disaster issues coordinated in the District by the year 2021/2022
Number of disaster issues coordinated
Envn’t Officer
32 Strengthening monitoring , evaluation and accountability
Council procurement process and recording strengthened by the year 2021/2022
% of council income budget
PMU
117
33 Strengthening monitoring , evaluation and accountability
Procurement Management Unit service delivery strengthened by the year 2021/2022
% of council income budget
PMU
34 Ensure implementation of training program in the District
Skills development for councillors and staffs in the district enhanced from 52% to 90% by the year 2021/2022
Number of councillors and staffs in the district enhanced
DHRO
35 Ensure implementation of training program in the District
Professional career development to KDC staffs improved from 50% to 90% by the year 2021/2022
Proportion of staffs with the good working efficiency
DHRO
36 Strengthen resource management
Working condition for KDC staffs improved from 80%to 90% by the year 2021/2022
Proportion of staffs with the good working efficiency
DHRO
37 Strengthen resource management
Working environment to 4 department staffs improved from 78% to 90% by the year 2021/2022
Proportion of staffs with the good working efficiency
DPLO
118
38 Improving economic viable projects
Physical Infrastructures (Roads, water, health and schools) in rural areas improved and expanded from 45% to 75% by the year 2021/2022
% age of Physical Infrastructures in rural areas improved
DPLO
39 Improving economic viable projects
All ongoing projects in the district completed from 75% to 100% by the year 2021/2022
% age of All ongoing projects in the district completed
DPLO
40 Improving economic viable projects
Council infrastructures increased from 80% to 90% by the year 2021/2022
% age of Council infrastructures increased
DPLO
41 Coordinate, monitor, and evaluate Implementation of Policies and strategies
Participatory planning, Budgeting, monitoring and evaluation systems ensured by the year 2021/2022
% age of Participatory planning, Budgeting, monitoring and evaluation systems ensured
DPLO
119
42 Under five birth registrar
Under five birth registration to 7,000 children improved in Kilwa District by the year 2021/2022
% age of Under five birth registration to children improved
DCDO
43 Improve provision of education in the District
Percentage of services delivered by secondary education sector increased from 75% to 80% by the year 2022
Percentage of services delivered by secondary education sector increased
DEO (S)
44 Improve provision of education in the District
Rate of student selected to join higher levels of education increased from 20% to 50% by June 2016 by the year 2021/2022
Percentage of students who passed form IV with grade A,B,C and D
DEO (S)
45 Improve provision of education in the District
Rate of student selected to join O level of education increased from 40% to 70% by the year 2021/2022
Percentage of pupils who passed standard VII with grade A,B,C
DEO (P)
120
46 Improve provision of education in the District
Secondary school teaching and learning materials increased from 65% to 76 by the year 2021/2022
Number of Secondary school teaching and learning materials increased
DEO (S)
47 Improve provision of education in the District
Examination pass rate of form II students increased from 89% 90% by the year 2021/2022
% of Examination pass rate of form II students increased
DEO (S)
48 Improve provision of education in the District
Examination pass rate of form IV students increased from 56 % to 68% by the year 2021/2022
% of Examination pass rate of form IV students increased
DEO (S)
49 Strengthening the organizational service delivery capacity
Mental and physical ability of students harmony and stability in 26 secondary schools strengthened by the year 2021/2022
% of council income budget
DEO (S)
121
50 Strengthening the organizational service delivery capacity
Education support to poor household children access to secondary school strengthened by the year 2021/2022
Percentages of pupils
DEO (S)
51 Enhance financial internal control systems in the District
Carrier development for internal Auditors provided from 70% to 80% by the year 2021/2022
Client’s Satisfaction Level
DIA
52 Enhance financial internal control systems in the District
Financial and Audit reports prepared and submitted to the respective areas by the year 2021/2022
Client’s Satisfaction Level
DIA
53 Enhance financial internal control systems in the District
Audit queries reduced from ....to ... by the year 2021/2022
Client’s Satisfaction Level
DIA
54 Strengthening the organizational service delivery capacity
Access and planned land plots strengthened by the year 2021/2022
% of plot application resulting in plot allocations
LAND OFFICER
122
55 Strengthening the organizational service delivery capacity
10,000 plots in Kilwa District demarcated by the year 2021/2022
No of plots surveyed Annually
LAND OFFICER
56 Strengthening the organizational service delivery capacity
Environmental sanitation and hygiene condition practices improved from 88% to 95% by the year 2021/2022
% of solid refuse collected disposed
ENVNT OFFICER
Water catchment improved, Unsustainable agriculture reduced
Environmental conservation skills and cultural strengthened in 23 wards to 90 Village by the year 2021/2022
Public awareness on importance of proper mining, management of water catchment, law enforcement
ENVNT OFFICER
Enforce law, create public awareness, allocate fund
Environmental Management compliance and enforcement improved by 90% Village by the year 2021/2022
Number of EIA report available
ENVNT OFFICER
123
Strengthening the organizational service delivery capacity
Five National and International festivals commemorate by the year 2021/2022
Enforce law, create public awareness
ENVNT OFFICER
Enforce law, create public awareness, allocate fund
Working environment of Environmental section improved through buying desktop computer, Tables, Chairs and other equipment by the year 2021/2022
Number of office equipments purchased
ENVNT OFFICER
57 Strengthening the organizational service delivery capacity
23 ward and 90 Villages tribunal strengthened by the year 2021/2022
Number of VEOs and members of ward tribunals trained
DLO
58 Dissemination of Accounting policies and financial regulations
Accounting policies, financial regulations & accountabilities adhered from 75% to 90% by the year 2021/2022
Number of Accounting policies and financial regulations provided
DHRO
124
59 Conduct close inspection for licenses to all businesspersons
Revenue collection improved from 85% to 100% by the year 2021/2022
% of Revenue collection improved
DT
60 Provide employment benefits to all staff
Service delivery increased from 80% to 85% by the year 2021/2022
% age of social services delivered
DHRO
61 Facilitate promotion of sports and culture issues.
Talents of players enhanced from 40% to 56 % by the year 2021/2022
Number of talents players enhanced
DCO
62 Facilitate promotion of sports culture, Uhuru racing Touch and other commemoration of National festivals
Sports and culture and in the District promoted by the year 2021/202
Number of sports and culture in the District promoted
DCO
63 Gross and net enrolment rate Enrolment rate
for standard one pupils increased from.... to ...... by the year 2021/2022
Percentage of enrolment rate for standard one pupils increased
DES (P)
64 Illiteracy rate Examination pass rate of pupils increased (1) STD IV from
% age of pass rate increased
DES (P)
125
....% to ....% (2) STD VII from ......% to..... by the year 2021/2022
65 Provide employment benefits to staff
Working efficiency for..... workers increased from 65% to 85% by the year 2021/2022
Percentage of services delivered to all staffs increased
DHRO
66 Provide employment benefits to staff
Service delivery increased from 65% to 75% by the year 2021/2022
Percentage of services delivered to all staffs increased
DHRO
67 Provide employment benefits to staff
Creation of favourable working condition to 22 staffs improved from 80% to 90% by the year 2021/2022
Percentage of working spirit to all KDC staffs improved
DEO (P)
68 Strengthening the organizational service delivery capacity
All National Festival facilitated by the year 2021/2022
% age of social services delivered
DHRO
126
69 Preparation of land use plan at 90 village
Village with operation land use plan increased from.... to.... by the year 2021/2022
% age of social services delivered
Town planning Officers
70 Implementation of training program
Capacity of departmental staffs, DWST and WATSAN committee enhanced on various skills by the year 2021/2022
% age of social services delivered
DWE
71 -Implement WSDP to 10 selected villages
Proportional of Rural population with access to clean and safe water increase from 48.3% to 65% by the year ended 2021/2022
% age of social services delivered
DWE
72 Participatory planning, implementation, monitoring and evaluation ensured
Participatory planning, implementation, monitoring and evaluation ensured by the year 2021/2022
% age of social services delivered
DWE
127
73
Health facilities improve
Number of Health facilities increased from current 55% to 65% by the year 2021/2022
% age of social services delivered
DMO
74
Provide employment benefits to Health staff
Implementation of social services facilitated and coordinated by the year 2021/2022
% age of social services delivered
DMO
75 Provide employment benefits to Finance staff
Working environment to Finance Administration staffs improved from 76% to 85% by the year 2021/2022
% age of social services delivered
DT
76 Provide employment benefits to staff
Working efficiency to final Account staffs improved from 75% to 85% by the year 2021/2022
% age of social services delivered
DT
128
77 Conduct close inspection for licenses to all businesspersons
Payment disciplinary improved from 80% to 95% by the year 2021/2022
% age of social services delivered
DT
78 Conduct close inspection for licenses to all businesspersons
Revenue Collection improved from 80% to 98% by the year 2021/2022
% age of social services delivered
DT
79 Strengthening the organizational service delivery capacity
Procurement discipline in the District increased from 75% to 90% by the year 2021/2022
% age of social services delivered
PMU
80 Provide employment benefits to staff
Conducive working environment to trade office ensured from 50% to 70% by the year 2021/2022
% age of social services delivered
DTO
81 Strengthening the organizational service delivery capacity
Increase OPV 0, from 68% to 75% by the year 2021/2022
% age of social services delivered
DMO
129
82 Strengthening the organizational service delivery capacity
Increase trained health workers in HF's on IMCI from 30% to 40% by the year 2021/2022
% age of social services delivered
DMO
83 Strengthening the organizational service delivery capacity
Increased ANC Attendance for four visits from 64% to 90% by the year 2021/2022
% age of social services delivered
DMO
84 Strengthening the organizational service delivery capacity
Basic EMOC in Health centre and dispensaries provided from 64% to 90% by the year 2021/2022
% age of social services delivered
DMO
85 Strengthening the organizational service delivery capacity
Increased modern contraceptive prevalence rate from 25.5% to 30% by the year 2021/2022
% age of social services delivered
DMO
130
86 Strengthening the organizational service delivery capacity
Increased number of health facilities provide essential newborn care from 1 to 4 HF's by the year 2021/2022
% age of social services delivered
DMO
87 Strengthening the organizational service delivery capacity
Severe Malnutrition reduced from existing 5% to 3% by the year 2021/2022
% age of social services delivered
DMO
88 Strengthening the organizational service delivery capacity
Malaria prevalence reduced from ...% to ....% by the year 2021/2022
% age of social services delivered
DMO
89 Strengthening the organizational service delivery capacity
Number of HF's implementing and reporting Collaborative TB/HIV increased from existing ... to.... diagnostic centres by the year 2021/2022
% age of social services delivered
DMO
131
90 Strengthening the organizational service delivery capacity
Increased numbers of HF’s provide STI/HIV-AIDS services from existing ...% to ...% by the year 2021/2022
% age of social services delivered
DMO
91 Strengthening the organizational service delivery capacity
At least 80% to HIV exposed babies receive HIV testing within the first 18 Months of life (DNA,PCR or Antibody test) by the year 2021/2022
% age of social services delivered
DMO
92 Strengthening the organizational service delivery capacity
7 HF's establishment with basic equipments, medicines and medical supplies by the year 2021/2022
% age of social services delivered
DMO
93 Strengthening the organizational service delivery capacity
7 HF's established with basic trauma /injuries equipments, medicines and medical supplies by the year 2021/2022
% age of social services delivered
DMO
132
94 Strengthening the organizational service delivery capacity
20 HF's established with basic mental health equipments, medicines and medical supplies by the year 2021/2022
% age of social services delivered
DMO
95 Strengthening the organizational service delivery capacity
Health facility provide emergence oral service increased from 1 to 5 by the year 2021/2022
% age of social services delivered
DMO
96 Strengthening the organizational service delivery capacity
At least 80% of eligible population are covered in mass NTD medicine administration campaign by the year 2021/2022
% age of social services delivered
DMO
97 Strengthening the organizational service delivery capacity
Sewerage services (liquid waste collection) increased from 17% to 30% in urban councils area by the year 2021/2022
% age of social services delivered
DMO
133
98 Strengthening the organizational service delivery capacity
Collection and disposal of solid waste increased from 15% to 25% by the year 2021/2022
% age of social services delivered
ENV OFFICER
99 Strengthening the organizational service delivery capacity
Vector breeding sites reduced from 72% to 40% at facility level by the year 2021/2022
% age of social services delivered
DMO
100 Strengthening the organizational service delivery capacity
Vulnerable children in community areas reduced by the year 2021/2022
% of council income budget
DCDO
101 Strengthening the organizational service delivery capacity
Number of children living in vulnerable environments reduced by 15% by the year 2021/2022
% of council income budget
DCDO
134
102 Strengthening the organizational service delivery capacity
Number of mental recited diseases reduced by 10% by the year 2021/2022
% of council income budget
DMO
103 Strengthening the organizational service delivery capacity
At least 200 numbers of poor and vulnerable older people, identified, supported and enrolled in pre-payment, exemptions and waivers schemes and socially rehabilitated and settled by the year 2021/2022
% of council income budget
DMO
104 Strengthening the organizational service delivery capacity
MVC adolescence trained on life skills and provision of youth-friendly reproductive health services by the year 2021/2022
% of council income budget
CHAAC
135
105 Strengthening the organizational service delivery capacity
The number of health workers increased from 52% to 82% by the year 2021/2022
% of council income budget
DMO
106 Conduct seminars and short course to all new employees
Skilled health staffs increased from 26% to 36% by the year 2021/2022
% of council income budget
DMO
107 Strengthening the organizational service delivery capacity
Number of health facilities with staff houses increased from 47 to 50 by the year 2021/2022.
% of council income budget
DMO
108 Strengthening the organizational service delivery capacity
100% of health facilities are supervised and supervision reports copied to facility in charge by CHMT or cascade supervisors in quarterly bases by the year 2021/2022
% of council income budget
DMO
136
109 Strengthening the organizational service delivery capacity
All health Facilities by levels have at least 80% constant supply of medical and diagnostic supplies medicines, vaccines, and hospital equipments by the year 2021/2022
% of council income budget
DMO
110 Strengthening the organizational service delivery capacity
100% of HFGCs, CHSB have facilities planned activities by the year 2021/2022
% of council income budget
DMO
111 Strengthening the organizational service delivery capacity
Council has functioning CHSB and HFGC by 100% by the year 2021/2022
% of council income budget
DEO(P)
137
112 Strengthening the organizational service delivery capacity
All HFS by level have at least 80% constant supply of medical and diagnostic supplies, medicine, vaccines and hospital equipments by the year 2021/2022
% of council income budget
DPLO
113 Strengthening the organizational service delivery capacity
Every community member accesses a health facility services which is equipped according to national minimum standard requirements by the year 2021/2022
% of council income budget
DMO
114 Strengthening the organizational service delivery capacity
20% of traditional practitioners and healers adhere to national guideline by the year 2021/2022
% of council income budget
DCDO
138
115 Strengthening the organizational service delivery capacity
All traditional practitioners and healers adhere to National guideline by the year 2021/2022
% of council income budget
DCDO
116 Strengthening the organizational service delivery capacity
Every community member accesses a health facility services which is equipped according to national minimum standard requirements by the year 2021/2022
% of council income budget
DMO
117 Strengthening the organizational service delivery capacity
All health facility have functional HMIS including HRIS by the year 2021/2022
% of council income budget
DEO(P)
118 Strengthening the organizational service delivery capacity
Over 50% of vulnerable community sensitized on impending health emergencies by the year 2021/2022
% of council income budget
DEO(P)
139
119 Strengthening the organizational service delivery capacity
Over 50% of vulnerable community sensitized on impending health emergencies by the year 2021/2022
% of council income budget
DEO(S)
120 Strengthening the organizational service delivery capacity
Over 50% of vulnerable community sensitized on impending health emergencies by the year 2021/2022
% of council income budget
DEO(S)
121 Strengthening the organizational service delivery capacity
Council health facilities adhere to school health programme guideline by the year 2021/2022
% of council income budget
DEO(S)
122 Strengthening the organizational service delivery capacity
Council health facilities adhere to school health programme quadrille by the year 2021/2022
% of council income budget
DEO(S)
140
123 Strengthening the organizational service delivery capacity
20% of traditional practitioners and healers adhere to national guideline by the year 2021/2022
% of council income budget
DCDO
124 Strengthening the organizational service delivery capacity
Water, hygiene and sanitation related diseases reduced from ...% to ...% by the year 2021/2022
% of council income budget
DMO
125 Strengthening the organizational service delivery capacity
Service delivery increased from 60% to 75% by the year 2021/2022
% of council income budget
DMO
126 Strengthening the organizational service delivery capacity
Secondary school buildings and study materials increased from 56% to 75% by June 2017 Quality of Health services improved from 77% to 80% by the year 2021/2022
% of council income budget
DEO (s)
141
127 Provide employment benefits to staff
Conducive working environment to 8 staffs ensured from 76% to 90% by June 2017 Working spirit to all Masoko Township Authority staffs improved from 15% to 40% by the year 2021/2022
% of council income budget
TEO - MASOKO
128 Provide employment benefits to staff
Social services in Masoko Township Authority improved from 15% to 40% by the year 2021/2022
% of council income budget
TEO - MASOKO
129 Provide employment benefits to staff Working spirit
to all Masoko Township Authority staffs improved from 30% to 70% by the year 2021/2022
% of council income budget
TEO - MASOKO
142
130 Provide employment benefits to staff
Smooth running of DLNREO office improved from 60% to 70% by the year 2021/2022
% of council income budget
DNRO
131 Provide employment benefits to staff
Social services in Masoko Township Authority improved from 30% to 70% by the year 2021/2022
% of council income budget
TEO -MASOKO
132 Provide employment benefits to staff Working spirit
to all Kivinje Township Authority staffs improved from 30% to 70% by the year 2021/2022
% of council income budget
TEO -KIVINJE
133 Provide employment benefits to staff
Social services in Kivinje Township Authority improved from 30% to 70% by the year 2021/2022
% of council income budget
TEO -KIVINJE
143
134 Conduct close inspection for licenses to all businesspersons
Revenue collection improved from 80% to 100% by the year 2021/2022
% of council income budget
DTO
135 Conduct close inspection for licenses to all businesspersons
Accounting policies, financial regulations & accountabilities adhered from 75% to 90% by the year 2021/2022
% of council income budget
DIA
136 Provide employment benefits to staff
Percentage of services delivery by Education sector increased from 80% to 85% by the year 2021/2022
% of council income budget
DEO(P)
137 Strengthening the organizational service delivery capacity
Agriculture produce processing industries in the District improved from 40% to 60% by the year 2021/2022
% of council income budget
DAICO
144
138 Strengthening the organizational service delivery capacity
Agriculture produce processing industries in the District improved from 40% to 60% by the year 2021/2022
% of council income budget
DAICO
139 Strengthening the organizational service delivery capacity
Raise household uptake of adequately iodated salt from 6% to 25% by the year 2021/2022
% of council income budget
DNUO
140 Strengthening the organizational service delivery capacity
Social welfare of the community improved in the District by the year 2021/2022
% of council income budget
TASAF CORDINATOR
141 Strengthening the organizational service delivery capacity
Access and Quality education delivery improved from 56% to 82% by the year 2021/2022
% of council income budget
DEO
145
142 Strengthening the organizational service delivery capacity
Agriculture produce processing industries in the District improved from 40% to 60% by the year 2021/2022
% of council income budget
DAICO
143 Strengthening the organizational service delivery capacity
Agriculture produce processing industries in the District improved from 40% to 60% by the year 2021/2022
% of council income budget
DAICO
144 Strengthening the organizational service delivery capacity
Raise household uptake of adequately iodated salt from 6% to 25% by the year 2021/2022
% of council income budget
DNO
145 Strengthening the organizational service delivery capacity
Business and Managerial Skills in 47 co-operative societies strengthened from 80% to 90% by the year 2021/2022
% of council income budget
DCO
146
146 Provide employment benefits to staff
Working capacity of Trade and Economy staff strengthened by the year 2021/2022
% of council income budget
DBO
147 Strengthening the organizational service delivery capacity
Trade and economy office working environment enhanced by the year 2021/2022
% of council income budget
DBO
148 Strengthening the organizational service delivery capacity
...Customers Land titles issued by the year 2021/2022
% of council income budget
DLO
149 Strengthening the organizational service delivery capacity
Business & managerial skills to..... cooperative societies strengthened by the year 2021/2022
% of council income budget
DCO
147
150 Strengthening the organizational service delivery capacity
........Cooperative Societies registered and operating by the year 2021/2022
% of council income budget
DCO
151 Strengthening the organizational service delivery capacity
.....Bee keeping groups established and supported by the year 2021/2022
% of council income budget
DBO
152 Strengthening the organizational service delivery capacity
Beekeeping practices built in 10 wards by the year 2021/2022
% of council income budget
DBO
153 Strengthening the organizational service delivery capacity
..... Small scale miners registered by the year 2021/2022
% of council income budget
ENV OFFICER
148
154 Strengthening the organizational service delivery capacity
.... economic groups to youth and women established by the year 2021/2022
% of council income budget
DCDO
155 Strengthening the organizational service delivery capacity
Increased coverage of adequately iodized salt from 23% in 2016 to above 90% in by the year 2021/2022
% of council income budget
DNUO
156 Strengthening the organizational service delivery capacity
coverage and quality of MIYCAN services increased by 70% by the year 2021/2022
% of council income budget
DNUO
157 Strengthening the organizational service delivery capacity
Communities have access to a diverse range of nutritious food throughout the year by the year 2021/2022
% of council income budget
DAICO
149
158 Strengthening the organizational service delivery capacity
Increased breastfeeding rate from 18 to 50% , by the year 2021/2022
% of council income budget
DMO
159 Strengthening the organizational service delivery capacity
Reduce anaemia by 20% among women of childbearing age and children under 5 years old by the year 2021/2022
% of council income budget
DMO
160 Strengthening the organizational service delivery capacity
At least 70% of Girls complete primary and secondary education by the year 2021/2022
% of council income budget
DEO (P)/(S)
161 Strengthening the organizational service delivery capacity
At least 75% of children under five years old are reached through screening for severe and moderate acute malnutrition at community level by the year
% of council income budget
DMO
150
2021/2022
162 Strengthening the organizational service delivery capacity
At least 50% of the school-age children and 30% of adult population are sensitized on the risk factors for non-communicable diseases by the year 2021/2022
% of council income budget
DCDO
163 Strengthening the organizational service delivery capacity
Communities have access to a diverse range of nutritious food throughout the year by the year 2021/2022
% of council income budget
DAICO/DMO/DWE
164 Objective D:Increase Quantity and quality of social services and infrastructure
Strengthening the organizational service delivery capacity
Council physical infrastructures and buildings increased from 70% to 85% by the year 2021/2022
% of council income budget
DPLO
151
165 Conduct close inspection for licenses to all businesspersons
Own source revenue collection increased from the present Tsh. 3.5 billion to Tsh. 3.9 billion by the year 2021/2022
% of council income budget
DT
166 Strengthening the organizational service delivery capacity
Percentage of project implementation increased from the present 60% to 80% by the year 2021/2022
% of council income budget
DPLO
167 Strengthening the organizational service delivery capacity
Council physical infrastructures and buildings increased from 70% to 85% by the year 2021/2022
% of council income budget
DPLO
168 Strengthening the organizational service delivery capacity
Council infrastructure increased from 70% to 85% by the year 2021/2022
% of council income budget
DPLO
152
169 Strengthening the organizational service delivery capacity
Statistical Data Base developed and reviewed in KDC by the year 2021/2022
% of council income budget
DPLO
170 Strengthening the organizational service delivery capacity
Livestock Mortality rate reduced from 32% to 10% through vaccination, treatment and improve Animal health by the year 2021/2022
% of council income budget
DLO
171 Strengthening the organizational service delivery capacity
Fisheries infrastructure improved from 30% to 50% by the year 2021/2022
% of council income budget
DFO
Strengthening the organizational service delivery capacity
7,500,000 tree seedlings planted by 2022
Number of tree seedlings planted out
DFO
153
172 Strengthening the organizational service delivery capacity
Council physical infrastructures and buildings increased from 70% to 85% by the year 2021/2022
% of council income budget
DPLO
173 Strengthening the organizational service delivery capacity
Proportional of Rural population with access to clean and safe water increase from 48.3% to 65% by the year 2021/2022
% of council income budget
DWE
174 Strengthening the organizational service delivery capacity
Routine maintenance performed to 300 km by the year 2021/2022
Kms of roads under routine maintenance in a given year
DE
175 Strengthening the organizational service delivery capacity
Nangurukuru Bus stand terminals improved by the year 2021/2022
No. of bus terminals constructed in a given year
DE
154
176 Strengthening the organizational service delivery capacity
Road Spot improvement performed to 300 km by the year 2021/2022
% of Kilwa roads annually undergoing spot improvement
DE
177 Strengthening the organizational service delivery capacity
Participatory planning Implementation monitoring and evaluation ensured by the year 2021/2022
% of council income budget
DPLO
178 Strengthening the organizational service delivery capacity
79 kms of district roads network improved by the year 2021/2022
% of council income budget
DE
179 Reduce animal diseases incidence
Livestock mortality rate decreased by 10% from the current 25% to 15% by the year 2021/2022
% of council income budget
DLO
155
180 Improve livestock infrastructure
Livestock infrastructures improved by 25% from the current 15% to 40% by the year 2021/2022
% of council income budget
DLO
181 Strengthening the organizational service delivery capacity
Animal health aspects will be improved by 20% from the current 35% to 55% by the year 2021/2022
% of council income budget
DLO
182 Increase of food and cash crops
Crop production increased by 10% to 60% by the year 2021/2022
% of council income budget
DAICO
183 Improve livestock infrastructure
Oxen infrastructure improved by 10% from 50% to 60% by the year 2021/2022
% of council income budget
DAICO
156
184 Increase of food and cash crops
Crop production increased from 60% to 70% through provision of Agricultural inputs in 2 villages by the year 2021/2022
% of council income budget
DAICO
185 Increase of food and cash crops
Micronutrient consumption by Children, adolescents and Women of reproductive age increased from 60% to 80% by the year 2021/2022
% of council income budget
DAICO
186 Strengthening the organizational service delivery capacity
Number of Health facilities increased from current 55% to 65% by the year 2021/2022
% of council income budget
DMO
187 Strengthening the organizational service delivery capacity
Council physical infrastructures and buildings increased from 70% to 85% by the year 2021/2022
% of council income budget
DPLO
157
188 Strengthening the organizational service delivery capacity
Participatory Planning, Budgeting, Monitoring and evaluation systems ensured by the year 2021/2022
% of council income budget
DPLO
189 Strengthening the organizational service delivery capacity
All ongoing projects in the district completed from 75% to 100% by the year 2021/2022
% of council income budget
DPLO
190 Strengthening the organizational service delivery capacity
Development project a managed and ICT infrastructure managed effectively in KDC by the year 2021/2022
% of council income budget
ICT
191 Strengthening the organizational service delivery capacity
Physical infrastructure improved through constituency development catalyst fund from 65% to 85% by the year 2021/2022
% of council income budget
DPLO
158
192 Objective E:Enhance good governance and administrative services
Strengthen resource management
Registry, cleanliness , secretarial, security and transport services in the District provided by the year 2021/2022
% of council income budget
OS
193 Strengthen resource management
Complaints handling system established by the year 2021/2022
% of council income budget
Complaints Officer
194 Good governance and administrative services enhanced
Statutory Committee Meetings Conducted by the year 2021/2022
% of council income budget
DHRO
195 Good governance and administrative services enhanced
All sectoral overhead and Operational cost met by the year 2021/2022
% of council income budget
DHRO
159
196 Implement OPRAS effectively
Institutionalize OPRAS by the year 2021/2022
% of council income budget
DHRO
197 Implementation of training program
Professional training of staff conducted following training programme by the year 2021/22
% of council income budget
DHRO
198 Strengthening the organizational service delivery capacity
50 Council staff and 31 leaders trained on various skills by the year 2021/2022
% of council income budget
DHRO
199 Procurement of working tools
Working Environment to finance administration staffs improved from 85% to 95% by the year 2021/2022
% of council income budget
DT
160
200 Procurement of working tools
Working efficiency to final accounts staffs improved from 85%to 95% by the year 2021/2022
% of council income budget
DT
201 Conduct close inspection for licenses to all businesspersons
Payment displinary improved from 96% to 100% by the year 2021/2022
% of council income budget
DT
202 Strengthening the organizational service delivery capacity
Council legal rights and enforcement of bylaws enhanced from 67% to 75% by the year 2021/2022
% of council income budget
DLO
203 Procurement of working tools
Procurement discipline in the district increased from 75% to 92% by the year 2021/2022
% of council income budget
PMU
161
204 Strengthening the organizational service delivery capacity
Good Governance and Administrative services in the District Improved from the current 90% to 100% by the year 2021/2022
% of council income budget
DHRO
205 Strengthening the organizational service delivery capacity
Working spirit to all Masoko Township Authority staffs improved from 15% to 40% by the year 2021/2022
% of council income budget
TEO – MASOKO
206 Strengthening the organizational service delivery capacity
Social services provision in Masoko Township Authority improved from 15% to 40% by the year 2021/2022
% of council income budget
TEO - MASOKO
207 Strengthening the organizational service delivery capacity
Social services provision in Kivinje Township Authority improved from 15% to 40% by the year 2021/2022
% of council income budget
TEO - KIVINJE
162
208 Strengthening the organizational service delivery capacity
Working spirit to all Kivinje Township Authority staffs improved from 15% to 40% by the year 2021/2022
% of council income budget
TEO - KIVINJE
209 F Strengthening the organizational service delivery capacity
Working environment to 22 staffs improved from 75% to 80% by the year 2021/2022
% of council income budget
DCDO
210 Strengthening the organizational service delivery capacity
National festival facilitated by the year 2021/2022
% of council income budget
DCDO
211 Strengthening the organizational service delivery capacity
Advocacy and political commitment strengthened to 20 leaders by the year 2021/2022
% of council income budget
DCDO
212 Strengthening the organizational service delivery capacity
Continuum of care, treatment and support to 900 people living with HIV/AIDS improved by the year 2021/2022
% of council income budget
DCDO
163
213 Strengthening the organizational service delivery capacity
Social support of people Living with HI V/AIDS, MVC, widowers and widow in 20 villages facilitated by the year 2021/2022
% of council income budget
DCDO
214 Strengthening the organizational service delivery capacity
Coordination of Disaster preparedness and response enhanced by the year 2021/2022
% of council income budget
DHRO
215 Strengthening the organizational service delivery capacity
Cross cutting issues mainstreamed in core activities to all sectors in KDC by the year 2021/2022
% of council income budget
DCDO
216 Strengthening the organizational service delivery capacity
Coordination and management of HIV/AIDS intervention in 21 wards strengthened by the year 2021/2022
% of council income budget
DCDO
164
217 Strengthening the organizational service delivery capacity
Council HIV/AIDS comprehensive plan implemented by the year 2021/2022
% of council income budget
DCDO
218 Strengthening the organizational service delivery capacity
District and community HIWAIDS response strengthened in 40 villages, wards and district level by the year 2021/2022
% of council income budget
DCDO
219 Strengthening the organizational service delivery capacity
Women and children rights promoted and protected by the year 2021/2022
% of council income budget
DCDO
220 Strengthening the organizational service delivery capacity
Participation of multsectoral committees in 20 wards enhanced by the year 2021/2022
% of council income budget
DCDO
221 Strengthening the organizational service delivery capacity
Council legal rights and enforcement of bylaws enhanced from 67% to 75% by the year 2021/2022
% of council income budget
DLO
165
222 Strengthening the organizational service delivery capacity
Social support of people living with HIV/AIDS facilitated by the year 2021/2022
% of council income budget
DCDO
223 Strengthening the organizational service delivery capacity
National festivals facilitated by the year 2021/2022
% of council income budget
DCDO
224 Strengthening the organizational service delivery capacity
Lower level community entrepreneurships development strengthened in 23 wards in the district by the year 2021/2022
% of council income budget
DCDO
225 Strengthening the organizational service delivery capacity
Gender equity in family development programme in the District strengthened by the year 2021/2022
% of council income budget
DCDO
226 Strengthening the organizational service delivery capacity
Development of entrepreneurship at the low levels strengthened in 23 wards of Kilwa District by June 2020
% of council income budget
DCDO
166
227 Strengthening the organizational service delivery capacity
Council legal rights and enforcement of bylaws enhanced from 67% to 75% by the year 2021/2022
% of council income budget
DCDO
228 Strengthening the organizational service delivery capacity
Preventing of stunting under wait and weight and wasting in children of under five reduced by 10% from current levels of 42%, 16% 5% respectively by the year 2021/2022
% of council income budget
DCDO
229 Strengthening the organizational service delivery capacity
Working environment to 20 staffs improved from 75% to 80% by the year 2021/2022
% of council income budget
DCDO
230 Strengthening the organizational service delivery capacity
Advocacy and political commitment strengthened to 20 leaders by the year 2021/2022
% of council income budget
DCDO
167
231 G: Management of Natural Resources and Environment Enhanced and Sustained
Strengthening the organizational service delivery capacity
PFM Concept facilitated in 90 villages led to establishment of 19 village land forest Reserves and 45 Joint Forest Management Agreements signed improve communities Livelihood in Kilwa District by the year 2021/2022
% of council income budget
DFO
232 G: Management of Natural Resources and Environment Enhanced and Sustained
Strengthening the organizational service delivery capacity
90 Villagers trained on Development of Micro-economic Projects related to PFM activities in Kilwa District Council by the year 2021/2022
% of council income budget
DFO
233 Strengthening the organizational service delivery capacity
Management of Natural Resources and livelihood of communities improved from the current 35% to 45% by the year 2021/2022
% of council income budget
DFO
168
234 Strengthening the organizational service delivery capacity
Smooth running of DLNREO office improved from 60% to 70% by the year 2021/2022
% of council income budget
DFO
235 Strengthening the organizational service delivery capacity
Management and utilization of wildlife resources strengthened from 75% to 90% by the year 2021/2022
% of council income budget
DFO
236 Strengthening the organizational service delivery capacity
Working spirit to thirteen staffs improved from 75% to 90% by the year 2021/2022
% of council income budget
DLNREO
237 Strengthening the organizational service delivery capacity
Valuation for land compensation in 8,000 surveyed plots conducted by the year 2021/2022
% of council income budget
DLNREO
169
238 Strengthening the organizational service delivery capacity
Law enforcement in wildlife and other related natural resources issue Strengthened from 35% to 45% by the year 2021/2022
% of council income budget
DGO
239 Strengthening the organizational service delivery capacity
Technical ant poaching patrol Strengthened and improved from 35 to 45% Strengthened and improved by the year 2021/2022
% of council income budget
DGO
240 Strengthening the organizational service delivery capacity
Problem animal control improved from 35% to 45% by the year 2021/2022
% of council income budget
DGO
241 Strengthening the organizational service delivery capacity
Establishment of wildlife management area Strengthened and improved from 45% to 50 % by the year 2021/2022
% of council income budget
DGO
170
242 Strengthening the organizational service delivery capacity
Participation and public awareness improved from 30% to 45% by the year 2021/2022
% of council income budget
DGO
243 Strengthening the organizational service delivery capacity
wildlife consolation from damaged caused by wildlife improved from 45% to 55% by the year 2021/2022
% of council income budget
DGO
244 Promote fish production
Illegal fishing practices controlled from 50% to 20% by the year 2021/2022
% of council income budget
FO
245 Promote fish production
Aquaculture technology improved from 60% to 70% by the year 2021/2022
% of council income budget
FO
246 Promote fish production
Extension services on fisheries activities facilitated from 40% to 60% by the year 2021/2022
% of council income budget
FO
171
247 Strengthening the organizational service delivery capacity
Campaign on free planting awareness rose from 50% to 75% by the year 2021/2022
% of council income budget
DFO
248 Strengthening the organizational service delivery capacity
Administration costs for forest department facilitated by the year 2021/2022
% of council income budget
DFO
249 Strengthening the organizational service delivery capacity
Campaign on tree planting awareness in Kilwa District is raised from 75% to 85% by the year 2021/2022
% of council income budget
DFO
250 Strengthening the organizational service delivery capacity
Pricking out transferring young and tender seedlings from seedbeds into containers (pots) increased by the year 2021/2022
% of council income budget
DFO
172
251 Strengthening the organizational service delivery capacity
Seven (7) tree nurseries for gap filling and seven (7) sawing seeds in seedbeds established by the year 2021/2022
% of council income budget
DFO
252 Strengthening the organizational service delivery capacity
Procurement discipline of seeds, tree nursery equipments and tools for tree nurseries in the district increased from 85% to 100% by the year 2021/2022
% of council income budget
DFO
253 Strengthening the organizational service delivery capacity
Sustainable Management of Forests through establishment of Forest Management Areas of 127,130 ha in 7 villages and improve communities livelihood in Kilwa district achieved by the year 2021/2022
% of council income budget
DFO
173
254 Strengthening the organizational service delivery capacity
District capacity increased in management and supervision of PFM activities by the year 2021/2022
% of council income budget
DFO
255 Strengthening the organizational service delivery capacity
Campaign on tree planting awareness raised from 50% to75% by the year 2021/2022
% of council income budget
DFO
256 Strengthening the organizational service delivery capacity
Based upon village management plans,15 micro projects developed for 250 beneficiaries in 23 villages by the year 2021/2022
% of council income budget
DFO
257 Strengthening the organizational service delivery capacity
District capacity increased in management and supervision of PFM activities by the year 2021/2022
% of council income budget
DFO
174
258 Strengthening the organizational service delivery capacity
Management and utilization of beekeeping products strengthened from 60% to 75% by the year 2021/2022
% of council income budget
DFO
259 Strengthening the organizational service delivery capacity
PFM Concept facilitated in 90 villages led to establishment of 19 village land forest Reserves and 45 Joint Forest Management Agreements signed improve communities Livelihood in Kilwa District by the year 2021/2022
% of council income budget
DFO
260 Strengthening the organizational service delivery capacity
100 Villagers trained on Development of Micro-economic Projects related to PFM activities in Kilwa District Council by the year 2021/2022
% of council income budget
DFO
175
261 Strengthening the organizational service delivery capacity
Strengthened Law enforcement in wildlife and other related natural resources issue from 35% to 60% by the year 2021/2022
% of council income budget
DGO
262 Strengthening the organizational service delivery capacity
Strengthened and improve technical ant poaching patrol from 35 to 65 by the year 2021/2022
% of council income budget
DGO
263 Strengthening the organizational service delivery capacity
Problem animal control improved from 35% to 65% by the year 2021/2022
% of council income budget
DGO
264 Strengthening the organizational service delivery capacity
Investigations and prosecutions procedure on wildlife crime improved from 45% to 75% by the year 2021/2022
% of council income budget
DGO
176
265 Strengthening the organizational service delivery capacity
Management and utilisation of wildlife resources strengthened from 60% to 75% by the year 2021/2022
% of council income budget
DGO
266 Strengthening the organizational service delivery capacity
Strengthened Law enforcement in wildlife and other related natural resources issue from 35% to 60% by the year 2021/2022
% of council income budget
DSEO
267 Strengthening the organizational service delivery capacity
Management of Natural resources and livelihood of communities improved from 35% to 45% by the year 2021/2022
% of council income budget
DLNREO
268 Strengthening the organizational service delivery capacity
Smooth running of DLNREO office improved from 60% to 70% by the year 2021/2022
% of council income budget
DLNREO
177
268 S % of council income budget
DLNREO
268 Strengthening the organizational service delivery capacity
Smooth running of DLNREO office improved from 60% to 70% by the year 2021/2022
% of council income budget
DLNREO
268 Strengthening the organizational service delivery capacity
Smooth running of DLNREO office improved from 60% to 70% by the year 2021/2022
% of council income budget
DLNREO
178
![IEEE C37[1].108-1989 Transformers](https://img.dokumen.tips/doc/110x75/545231edb1af9f7a248b4d23/ieee-c371108-1989-transformers.jpg)
